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Articoli di riviste sul tema "Organisational performance"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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1

Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (2023): 4143. http://dx.doi.org/10.3390/su15054143.

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The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies

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Okigbo, O. N., I. Saidu, W. A. Ola-Awo, and A. D. Adamu. "Organisational Characteristics as a Catalyst for Effective Performance of Nigerian Construction Organisations." Environmental Technology and Science Journal 13, no. 2 (2023): 53–59. http://dx.doi.org/10.4314/etsj.v13i2.6.

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Organisational characteristics are distinctive features of an organisation that enable it to perform its statutory roles. It has a lot of influences on organisational performance but less study has indicated the role it plays in improving the performances of organisations. This study appraised different types of organisation characteristics in the Nigerian construction industry and their roles in improving the performances of organisations. In achieving the aim of the study 366 questionnaires were distributed purposefully to management members of construction organisations practising in Abuja

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Dorairajan, Veena. "Cybersecurity and Organisational Performance – the Interplay." ARPHA Conference Abstracts 7 (July 4, 2024): e129255. https://doi.org/10.3897/aca.7.e129255.

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The interplay between cybersecurity and organisational performance is multifaceted in nature, as it is related to how cybersecurity impacts and is impacted by various organisational activities and performance metrics. In the age of the rapid digitalization of organisations, cybersecurity emerges as an integral part of the health and effectiveness of an organisation. It includes not only preserving the confidentiality, integrity, availability of organisational digital assets but also establishing the organisational cybersecurity culture and, consequently, human behaviour. Cybersecurity and busi

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4

Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.

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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational cultu

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5

Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their

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Luxmi and Sneha. "Perceived Organisational Support’s relationship with Psychological Empowerment: A Review of Literature." Gyan Management Journal 17, no. 1 (2023): 28–34. http://dx.doi.org/10.48165/gmj.2022.17.1.4.

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Current research examined the role of psychological empowerment of employees with the perceived organisational supports of employees. There are a very few researches were conducted to explore the relationship between the two variables perceived organisational support and psychological empowerment. Here the current research is based on review of previous researches to explore the kind of relationship exist between perceived organisational support and psychological empowerment. The results of the study reveals that an organisation’s strength is depend upon the attitude of their employees toward

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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, and James Olabode Bamidele Rotimi. "Determinants of construction organisational performance." Journal of Financial Management of Property and Construction 22, no. 1 (2017): 37–61. http://dx.doi.org/10.1108/jfmpc-05-2016-0021.

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Purpose Literature suggests that there are sets of common variables that are capable of explaining organisational performance differentials. These variables are used to examine performance variance and its contribution to organisation profitability. Therefore, the purpose of this paper is to examine the determinants of large construction organisations’ performance in South Africa using a partial least squares path analytic method. Design/methodology/approach This study examines the interrelationship between a number of constructs, namely, organisational characteristics, resources/capabilities,

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8

Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintena

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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintena

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ORISHEDE, Felix. "Building Blocks and Organizational Performance." International Journal of Research and Innovation in Social Science VII, no. XII (2024): 1963–74. http://dx.doi.org/10.47772/ijriss.2023.7012151.

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The study examined the effect of building blocks on organisational performance. The specific objectives were to examine the effects of organizational procedure on organisational performance and the effect of management hierarchy on organisational performance. The study used a sample size of 120 respondents out of a total population of 150 employees of the selected organisations which were selected at random. Copies of semi-structured questionnaire were used to obtained primary data. The study used a descriptive survey design approach and multiple regression analysis as statistical tools to tes

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11

Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.

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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple reg

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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure

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Mohd Pauzi, Muhammad Faris, and NORIZAN BABA RAHIM. "EVALUATION OF PERFORMANCE APPRAISAL PRACTICES AND ORGANISATIONAL JUSTICE TOWARDS WORK-RELATED OUTCOMES: A CASE STUDY OF A MALAYSIAN GOVERNMENT AGENCY IN THE NORTHERN REGION." International Journal of Management Studies 30, no. 2 (2023): 301–36. http://dx.doi.org/10.32890/ijms2023.30.2.5.

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Performance appraisal practices and work-related outcomes have become a serious matter of concern to many organisations. Theseissues would jeopardise the employees’ well-being if there is no fairness in treatment in the organisation. As a result, this researchaims to evaluate the effect of performance assessment practices on work-related outcomes, with organisational justice serving as amediator. This research examined a randomly selected sample of 127 administrative employees from a Malaysian government institution located in the northern region. It examined the relationships between performa

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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.

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Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in t

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Biloblovskyi, Sviatoslav, Oksana Haidaienko, Larysa Khrystenko, Olena Demchuk, and Hanna Morozova. "Integrated reporting management: Optimising organisational performance." Multidisciplinary Reviews 7 (June 11, 2024): 2024spe016. http://dx.doi.org/10.31893/multirev.2024spe016.

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This study examines the intricate interdependence of organisational management control systems (MCS), sustainability integration, and financial reporting. Empirical analysis highlights the need for a holistic and multi-faceted integration of internal systems, particularly across management accounting, financial reporting, and sustainability. The research outlines the challenges and benefits of embedding sustainability principles into management systems, demonstrating potential gains in efficiency, risk mitigation, and competitive advantage. One of the critical conclusions that emerged based on

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Ashikoto, Elly, and Bhebhe Thomas. "An investigation into the effects of organisational culture on employee performance at the Oshana Regional Council, Namibia." International Journal of Recent Research in Thesis and Dissertation 3, no. 2 (2022): 245–59. https://doi.org/10.5281/zenodo.7398151.

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<strong>Abstract</strong><strong>:</strong> The purpose of this study was to investigate the effects of organisational culture on employee performance at Oshana Regional Council (ORC), Namibia. Mixed research methods were used to collect, analyse and interpret data from respondents and key informants. Participants of the study consisted of 103 employees of Oshana Regional Council. Questionnaires and face to face interviews were used to collect quantitative and qualitative data respectively. The Statistical Program for Social Sciences (SPSS) version 25 was used to compute the quantitative data

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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.

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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the natur

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Bosco, Opila John, Khaukha Yusuf, Mwanga Philip, and Dr Aina-Obe Shamsuddin Bolatito. "Workplace Stress and Organizational Performance: The case of National Water and Sewerage Corporation in Mbale, Uganda." American Journal Of Social Sciences And Humanity Research 05, no. 04 (2025): 16–25. https://doi.org/10.37547/ajsshr/volume05issue04-03.

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Workplace stress is a growing concern in organisations worldwide, affecting employee productivity, job satisfaction, and overall organisational performance. By examining how workplace stress affects the performance of the National Water and Sewerage Corporation in Mbale, Uganda and how levels of stress among employees relate to productivity and how well the organisation works. The research explores key stressors such as heavy workloads, job insecurity, poor working conditions, and organisational culture, assessing their effects on employee morale and efficiency. Through a mixed-methods approac

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19

Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.

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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based

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20

Vale, José, Rafaela Miranda, Graça Azevedo, and Maria C. Tavares. "The Impact of Sustainable Intellectual Capital on Sustainable Performance: A Case Study." Sustainability 14, no. 8 (2022): 4382. http://dx.doi.org/10.3390/su14084382.

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Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the e

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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.

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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovatio

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Susan Febriantina, Jennah Marsha Sanjaya, Nadiva Azzahra, Thabita Salsabila, and Vidya Indah Nurhafiza. "Etika Kepemimpinan dalam Membentuk Budaya Organisasi yang Berintegritas." Intellektika : Jurnal Ilmiah Mahasiswa 3, no. 1 (2024): 187–95. https://doi.org/10.59841/intellektika.v3i1.2093.

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This study aims to analyse the relationship between ethical leadership, organisational culture, and employee performance in the context of modern organisations. Through a comprehensive literature review, this study reveals that ethical leadership and a positive organisational culture have a significant influence on employee performance. Ethical leadership, characterised by leaders' concrete actions in implementing moral values, creates a work environment that supports ethical and innovative behaviour. A strong organisational culture, which reflects the shared values and norms adopted by member

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Bieńkowska, Agnieszka. "Controlling Effectiveness Model — empirical research results regarding the influence of controlling on organisational performance." Engineering Management in Production and Services 12, no. 3 (2020): 28–42. http://dx.doi.org/10.2478/emj-2020-0017.

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AbstractThe article aims to explain how controlling influences an organisation as a whole, considering the job performance of employees and managers. It describes the development and verification of the Controlling Effectiveness Model, which characterises the impact, the place of each variable and the direction of each relationship in the effort to shape organisational performance. The hypothesis was verified with the help of empirical research, which was conducted with 264 organisations operating in Poland. The survey took place in October 2019. The authors of the article used the CAWI method

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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.

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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖.

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Nassar, Mohamed A., and Michel Zaitouni. "Perceived performance appraisal justice in Egyptian chain hotels." International Journal of Culture, Tourism and Hospitality Research 9, no. 3 (2015): 329–45. http://dx.doi.org/10.1108/ijcthr-04-2015-0028.

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Purpose – This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt. Design/methodology/approach – Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor. Finding

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Katou, Anastasia A. "Transformational leadership and organisational performance." Employee Relations 37, no. 3 (2015): 329–53. http://dx.doi.org/10.1108/er-05-2014-0056.

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Purpose – The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance. Design/methodology/approach – The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling. Findings – The findings of the study suggest that responsive and supportiv

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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.

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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private an

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Oguntade, Aliu, Fatai, Japinye, Abayomi Oluwaseun, Alenoghena, Raymond Osi, and Osanebi, Chimsunum. "Importance of Training on Organisational Performance: A Review of Literature." South Asian Research Journal of Business and Management 7, no. 03 (2025): 256–65. https://doi.org/10.36346/sarjbm.2025.v07i03.010.

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This paper explores the important link between employees training and organisational performance. Training in organisations plays an important role to ensure steady growth and sustenance of organisational productivity through improving employees' knowledge, skills, and efficiency. A well-designed training programmes ultimately help employees stay updated with industry trends, fosters employee engagement leading to higher retention rates, hence, organisations that consistently invests in training exercises would probably encounter less challenges in adapting to changes in the environment. Effec

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Minonne, Clemente, and Geoff Turner. "Evaluating Knowledge Management Performance." Electronic Journal of Knowledge Management (EJKM) 7, no. 5 (2009): 583–92. https://doi.org/10.5281/zenodo.3337976.

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As organisations become increasingly aware that knowledge is among their most valuable strategic assets, they will be forced to re-evaluate the way in which they engage with the source of that knowledge to underpin their sustainable development. This will create a fundamental change to established practice; a change that results in a paradigm shift from the traditional operational approach to a more strategic involvement in knowledge management. This change is promoted by the knowledge management maturity model (KM3). KM3 is founded on the idea that successful knowledge management comprises fo

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Edgeman, Rick, and Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises." International Journal of Innovation and Economic Development 6, no. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.

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Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whet

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Wilson, Bangun Lina Anatan SyelaChrissa. "Organisational Commitment and Organisational Culture to Enhancing of Job Performance." Multicultural Education 8, no. 3 (2022): 175. https://doi.org/10.5281/zenodo.6355251.

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<em>Job performance is a measure to determine individual performance in contributing to a job. It often occurs in employees who have high knowledge and skills, but have low job performance. Some of the factors affecting work performance are Organisational Commitment and Organisational Culture. Organisational commitment is the level where employees identify organisational goals and hope to maintaining their member in the organisation. Meanwhile, organisational culture are values and norms the directly influence on behavior of members in organisation. This aims was toknew to effect the Organisat

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Varvakis, Gregorio. "Exploring the Relationship Between Decentralised Organisational Design and Knowledge Acquisition Capacity." European Conference on Knowledge Management 25, no. 1 (2024): 861–69. http://dx.doi.org/10.34190/eckm.25.1.2370.

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Business firms face challenges in maintaining their sustainability in the global market. As a result, it is increasingly necessary for them to focus on ensuring sustainable performance by balancing financial, social and environmental outcomes. One of the efforts companies make to achieve sustainable organisational performance and gain a competitive advantage is by increasing their utilisation of knowledge. According to the knowledge-based view, performance differences among organisations result from their different knowledge stocks and their different capabilities for knowledge use and develop

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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.

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PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions

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Zgrzywa-Ziemak, Anna. "The Impact of Organisational Learning on Organisational Performance." Management and Business Administration. Central Europe 23, no. 4 (2015): 98–112. http://dx.doi.org/10.7206/mba.ce.2084-3356.159.

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MUWARDI, DIDI, SAIDE SAIDE, RICHARDUS EKO INDRAJIT, MOHAMMAD IQBAL, ENDANG SITI ASTUTI, and HERZAVINA HERZAVINA. "INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE: THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE." International Journal of Innovation Management 24, no. 05 (2020): 2150009. http://dx.doi.org/10.1142/s1363919621500092.

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Purpose: The aim of this research paper is to examine the relationships between intangible assets, employee’s performance, and job satisfaction (JS) with structural model. The research explores both the practical and theoretical basis of these paradigms on organisation performance. This research also aims to identify whether a relation can be established between these aspects in the context of non-profit organisation performance in Indonesia. Design/methodology/approach: Reviewing the literature explores a theoretical existence of related context preceding the organisational performance. The a

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Mia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (2014): 83–115. http://dx.doi.org/10.1108/jaoc-10-2011-0048.

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Purpose – The extant literature suggests that an increasing number of organisations are adopting manufacturing strategies such as JIT practices to continuously improve provision of products and associated services desired by customers. The authors aim to investigate the relationship between adoption (implementation) of JIT practices and organisational performance taking into account the role of market competition and managerial use of management accounting system (MAS) information. Design/methodology/approach – Data for the study were collected from 92 general managers of Australian manufactur

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Surekha Rana, Prof (Dr ). "Research on Long-Term Sustainable Organisational Performance and Employee Retention." International Scientific Journal of Engineering and Management 04, no. 05 (2025): 1–9. https://doi.org/10.55041/isjem03837.

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Abstract: These days, a company's ability to retain employees and achieve sustained performance is crucial from a strategic standpoint. For the long-term benefit of the company and its members, it is not only critical to have the greatest and most talented personnel; it is also critical to be able to retain them. The human resources department has a plethora of options and opportunities due to this development and competition. Retaining these resources as well as managing them is the largest problem that organisations are currently facing. Since employees' knowledge and skills are essential to

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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.

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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance

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Atbar, Samuel. "PENGEMBANGAN ORGANISASI BERBASIS KOMPETENSI (SEBUAH KAJIAN TEORI)." Papsel Journal of Humanities and Policy 1, no. 2 (2024): 112–24. https://doi.org/10.63185/pjhp.v1i2.29.

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Every organisation must be able to compete and process with all the resources available to it to develop and grow the organisation. One of the organisational development strategies carried out is based on performance competencies in the hope of remaining competitive and developing the organisation to achieve the organisation's goals. Thus the purpose of this research is to find out about how the design of performance competencies in an effort to develop the organisation as a whole. The method used in writing this article is literature review or literature review. The result of this research is

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Badjie, Gibriel, Armanu Thoyib, Djumilah Hadiwidjojo, and Ainur Rofiq. "Testing the Relationship of Employee Empowerment and Organisational Performance." Jurnal Analisis Bisnis Ekonomi 18, no. 2 (2020): 95–110. http://dx.doi.org/10.31603/bisnisekonomi.v18i2.3732.

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The research aimed to test the new measures of employee empowerment in a collectively social oriented society. The study applied questionnaire-based survey to obtain data and test the relationship between employee empowerment and organisational performance. A total of 80 completed questionnaires from the senior HR personnel from 40 organisations in the Gambia took part in the survey. Ten employees were engaged in a face-to-face interview, 2 private and 8 public organisations from among the 40 organisations that participated. Both SPSS and SmartPLS were utilised to analyse data. MGA is used to

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Abidin, Rahimi, Nor Hasni Osman, Fadhilah Mohd Zahari, and Norani Nordin. "Determining Critical Elements in Strengthening the Organisations: A Study on the Public Sector." Journal of Business Management and Accounting 5 (February 23, 2020): 155–69. http://dx.doi.org/10.32890/jbma2015.5.0.8867.

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This paper presents the results of a case study conducted on three public sectororganisations. The main objectives of this study were to identify critical elementswhich affect the organisationsâ€™ performance and to analyse competitive elements inorganisations. The McKinsey 7S framework and the Kano Model were used toidentify critical elements that need to be focused on in each organisation. Thefindings demonstrated that there are three elements that need to be finely thought-outin the formation and maintenance of the three public sector organisations. Theseelements are staff, structure, and s

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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.

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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible doma

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Ali, Hisham, Jawad Ahmad, Zakwan Jaroucheh, et al. "Trusted Threat Intelligence Sharing in Practice and Performance Benchmarking through the Hyperledger Fabric Platform." Entropy 24, no. 10 (2022): 1379. http://dx.doi.org/10.3390/e24101379.

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Historically, threat information sharing has relied on manual modelling and centralised network systems, which can be inefficient, insecure, and prone to errors. Alternatively, private blockchains are now widely used to address these issues and improve overall organisational security. An organisation’s vulnerabilities to attacks might change over time. It is utterly important to find a balance among a current threat, the potential countermeasures, their consequences and costs, and the estimation of the overall risk that this provides to the organisation. For enhancing organisational security a

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Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha, and Mohanad Ali Kareem. "Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions." Business Systems Research Journal 13, no. 1 (2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.

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Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural

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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.

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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used

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SHAFIE, NUR AIMA, ZURAIDAH MOHD SANUSI, RAZANA JUHAIDA JOHARI, WIWIK UTAMI, and AZIATUL WAZNAH GHAZALI. "EFFECTS OF ORGANISATIONAL STRUCTURE ON SOCIAL VALUE: MEDIATING ROLE OF FINANCIAL PERFORMANCE." Management and Accounting Review (MAR) 17, no. 3 (2018): 131. http://dx.doi.org/10.24191/mar.v17i3.866.

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Social enterprise (SE) is a hybrid organisation, which combine two different goals in their mission and vision. In an attempt to sustain their operation, social enterprise must ensure that both mission (social and financial) is equally balanced and achievable. The existence of SE is to fill the gap leave behind by traditional profit organisation, non-profit organisations (NPOs) and the government. The aim is to positively impact the social, cultural and environmental issues through their unique business model. Their uniqueness, while can benefit the community and society as a whole is prone to

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Colbran, Richard, Robyn Ramsden, Karen Stagnitti, and Samantha Adams. "Measures to assess the performance of an Australian non-government charitable non-acute health service: A Delphi Survey of Organisational Stakeholders." Health Services Management Research 31, no. 1 (2017): 11–20. http://dx.doi.org/10.1177/0951484817725681.

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Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review

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Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.

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Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of

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Akpan, Anietie Peter, Francis Chibueze Nnadozie, and Collins Omoruyi Yaruegbe. "Perceived Organisational Support (POS) and the Performance of Organisational Citizenship Behaviour: The Nigerian Sample." INTERNATIONAL JOURNAL OF SOCIAL SCIENCES AND MANAGEMENT RESEARCH 9, no. 7 (2024): 87–96. http://dx.doi.org/10.56201/ijssmr.v9.no7.2023.pg87.96.

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This was designed to examine the influence of perceived organisational support (POS) on organisational citizenship behaviour (OCB) of civil servants in Nigeria. The study was conducted in Akwa Ibom State, a state in the Niger Delta region of Nigeria. Two hypotheses were formulated for the study, and data were collected using a questionnaire adapted from an instrument that had previously been used in a study. A sample size of 800 was conveniently chosen, and the collected data were analysed using descriptive statistics, hierarchical multiple regression analysis, and partial correlation analysis

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Carlos Pinho, José, Ana Paula Rodrigues, and Sally Dibb. "The role of corporate culture, market orientation and organisational commitment in organisational performance." Journal of Management Development 33, no. 4 (2014): 374–98. http://dx.doi.org/10.1108/jmd-03-2013-0036.

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Purpose – The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Design/methodology/approach – In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the

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