Academic literature on the topic 'High organisational performance'
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Journal articles on the topic "High organisational performance"
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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 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 culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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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 (April 3, 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, competitive strategies, business environment and performance, using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using a path analytic approach, the paper examines the relationship between the constructs discussed in the study. Findings The findings from the analysis of the data show that organisational characteristics do indeed influence the performance of organisations, and that the business environment is capable of moderating the relationship between competitive strategies and performance. The results, however, indicate that organisations that combine sustained organisational characteristics and strategy tend to experience high performance over those that do not. Originality/value The study findings have implications for management practice, as it could help managers of construction organisations to acknowledge the influence of organisational characteristics, unique resources/capabilities, competitive strategies and business environment as sources of competitive advantage. The study contributes to the current debate on the causes of performance differentials among large construction organisations.
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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 (May 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 maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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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 (May 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 maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Jyoti, Jeevan, and Asha Rani. "High performance work system and organisational performance: role of knowledge management." Personnel Review 46, no. 8 (November 6, 2017): 1770–95. http://dx.doi.org/10.1108/pr-10-2015-0262.
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Purpose The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated. Design/methodology/approach Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed. Findings The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance. Research limitations/implications The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also. Practical implications In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees. Originality/value This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.
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Santos, Paulo, and André de Waal. "Factors of high performance in Portugal." International Journal of Organizational Analysis 28, no. 3 (November 21, 2019): 611–25. http://dx.doi.org/10.1108/ijoa-07-2019-1824.
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Purpose Ever since Portugal joined the European Union, Portuguese organisations have been struggling with both the challenges of new competitors flooding in from other European countries and taking advantage of the opportunities the new enlarged integrated market offered them. This is because Portuguese companies have in general low average rates of productivity growth while they lack techniques to improve not only these rates but also overall organisational performance. The purpose of this paper is to discuss whether the high-performance organisation (HPO) framework, a holistic improvement technique developed on the basis of worldwide data, is valid for the Portuguese context and therefore can support Portuguese organisations in their efforts to achieve better performance. Design/methodology/approach Managers in Portuguese organisations, which were found in the Spain balance sheet analysis system database, were approached to fill in the HPO questionnaire on their company. In total, data was received from 163 organisations. This data was subsequently statistically analysed using a confirmatory factor analysis. Findings The study shows that the 35 items of the HPO framework are valid for the participating Portuguese organisations and as such form a reliable HPO framework for these organisations. Thus, the HPO framework can be reliably applied at Portuguese organisations to evaluate their current level of organisational performance and to propose recommendations to improve performance. Originality/value This research study fills the gap of the currently rather limited literature on the application of holistic and effective improvement techniques in Portugal, and as such future researchers can use the framework to conduct a more in-depth study of performance gains in the Portuguese context. Portuguese managers now have at their disposal a holistic improvement technique validated for their context, so they can use the HPO framework with confidence to start improving their own organisations.
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Tang, Guiyao, Bingjie Yu, Fang Lee Cooke, and Yang Chen. "High-performance work system and employee creativity." Personnel Review 46, no. 7 (October 16, 2017): 1318–34. http://dx.doi.org/10.1108/pr-09-2016-0235.
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Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.
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Mia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (February 25, 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 manufacturing organisations. Mailed questionnaire and personal interviews were used to collect the data. Findings – The results reveal that market competition and managerial use of MAS (hereafter, the use of MAS) information impact the relationship between an organisation's adoption of JIT practices and its financial performance. The results reported in prior studies on the relationship are mixed; some studies report a positive relationship while others report no relationship. This study explains with empirical evidence when adoption of JIT practices provides financial benefits and when it does not. Research limitations/implications – The results are of interest to researchers and managers to understand performance implications of adoption of JIT practices and the use of MAS information. For researchers, the results make an incremental contribution to knowledge by revealing that adoption of JIT practices is beneficial in situations where it is supported by the use of MAS information in high competition market. For managers, the results highlight that an organisation will perform better in competitive market if it adopts JIT practices and its managers' information needs are met by its MAS. Specifically, the results will help managers to decide when adoption of JIT practices is beneficial, thereby help prevention of suboptimal decisions and the associated costs. Originality/value – The study challenges the inconclusive results reported in previous studies on the relationship between firms' adoption of JIT practices and financial performance and offers explanations for those results. The results show that benefits from an organisation's adoption of JIT practices are not universal. Rather, the benefits occur in situations where the use of MAS information and market competition are high.
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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 (November 15, 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 in Malaysia.Design/methodology/approachAccording to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.FindingsBased on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.Research limitations/implicationsThe work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.Practical implicationsOrganisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.Originality/valueThe study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.
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Honyenuga, Ben Q., Ronald S. J. Tuninga, and Paul W. Th Ghijsen. "Management innovation and organisational performance: the mediating role of high performance organisation framework." International Journal of Business and Globalisation 22, no. 3 (2019): 295. http://dx.doi.org/10.1504/ijbg.2019.099296.
Full textDissertations / Theses on the topic "High organisational performance"
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Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.
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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprising a total sample size of 47 respondents. The research consisted of three phases. Phase One, which made use of an open-ended qualitative survey, was directed at industry experts who were required to identify and recommend four small- to medium- sized high-energy information technology organisations to be considered for this research. Phase Two consisted of gaining approval to conduct research within four of the recommended case study organisations, and conducting an open-ended exploratory face-to-face interview with each Managing Director, with the objective of determining the success, energy state, key drivers, and performance measures of the organisations, as well as the factors that drive the energy of staff. Furthermore, each Managing Director completed the same self-administered questionnaire that formed the basis of Phase Three. This structured survey was used to gather the perceptions and opinions of each organisation’s staff members in determining: the energy state of the organisation, the key drivers of organisational energy, and the link between organisation energy and performance. Statistical analysis techniques were used to determine whether significant relationships exist between the drivers of organisational energy and their respective rankings; and between organisational energy and organisational performance.The study provided evidence that intrapreneurial orientation, collective identity, employee investment and leadership are the most significant drivers of productive organisational energy and confirmed the existence of a significant relationship between productive organisational energy and high performance organisations. Through this research, a model has been developed that can be utilised by leaders of organisations to leverage organisational energy in order to improve and measure organisational performance, thereby creating a sustainable competitive advantage.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
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Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems.
This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appears to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
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Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.
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A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.
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Do, Hoa. "High-performance work systems and organisational performance : evidence from the Vietnamese service sector." Thesis, Aston University, 2017. http://publications.aston.ac.uk/30340/.
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Despite the plethora of research scrutinising the role of high performance work systems (HPWS) in enhancing organisational performance, there is little consensus about the structure of these systems and processes underlying its relationship to organisational and individual outcomes. This research therefore advances the existing literature by conducting a more in-depth study of how and why HPWS relate to organisational performance. In particular, I adopt the mixed methods approach to uncover unexplored issues regarding the efficacy of HPWS on organisational performance. The qualitative phase of research examines managers‟ perceptions of HPWS in Vietnamese service organisations, based on a sample of 17 semi-structured interviews as many firms. The interview protocol is deployed as a rough guide to the discussion, and the data are analysed through content analysis. The findings demonstrate that HPWS have been pursued and valued by Vietnamese organisations. The interviewees help to conceptualise the construct of HPWS in the Vietnamese context and provide evidence that the use of HPWS impacts both employee outcomes (e.g., employee attitudes, behaviours, creativity, productivity), and organisational performance (e.g., firm growth, profit growth and market performance). The evidence also establishes a linkage between HR practices and organisational innovation. Despite the small sample size, the in-depth data reveal useful insights regarding the prevalence of HPWS in the Vietnamese context and form the foundation for validating a scale for HPWS for the research context. The quantitative phase of research develops a multilevel model of how HPWS influences both individual- and firm-level performance, based on self-determination theory, AMO theory and componential theory of creativity. Using a multilevel data set of 56 service firms (109 managers, 526 employees working with 153 supervisors), the M-plus software (Version 7.3) is adopted to test the hypothesized multilevel structural equation models. The findings demonstrate that the proposed hypotheses are mostly supported at the levels of analysis. At the firm-level, (1) collective human capital, climate for initiative and climate for psychological safety partially mediate the relationship between HPWS execution and firm-level innovation; and (2) the relationship between firm-level innovation and firm market performance is moderated by environmental uncertainty. At the individual-level, (1) trust in management and trust in supervisor partially mediate the relationship between HPWS perception and employee creativity; and (2) the relationship between trust in management and trust in supervisor and employee creativity is not positively moderated by employee psychological empowerment. At the cross-level, (1) HPWS execution positively influences HPWS perception; (2) the relationship between HPWS execution and trust in management, trust in supervisor is partially mediated by HPWS perception; (3) employee creativity, in turn mediates the relationship between trusts in management and supervisor, and firm-level innovation; (4) and firm-level innovation mediates the link between employee creativity and firm market performance. The findings highlight the importance of new mechanisms including mediating and moderating components (i.e., trusts in management and supervisor, creativity and environmental uncertainty) in the HPWS – performance relationship. By analysing the mixture of qualitative and quantitative data, the current study enriches our understanding of the underlying mechanisms through which HPWS influences organisational performance outcomes.
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Doody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
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Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
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Sedgmore, Lynne. "Fostering innovative organisational cultures and high performance through explicit spiritual leadership." Thesis, University of Winchester, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.698128.
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Bohme, Heinrich Martin. "A critical review of best practices for a high-performance organisational design." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50244.
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Thesis (MBA)--Stellenbosch University, 2005.ENGLISH ABSTRACT: The 21st century is marked by unprecedented changes in technology, political and economic systems, and societal demands, that call for leadership that can develop an organisation's human capacity, structure and functions to perform effectively in a highly dynamic environment. Ever more organisations are required to combine operational effectiveness with strategic flexibility, and organisations with hierarchies, bureaucracies, and many levels of review and approval seem to be incapable of fast response to the new business needs. Information technology (IT) offers additional variables that, when combined with considerations of structure, people, and tasks, can help design more responsive organisations. However, few organisational leaders know how to correct the situation when their organisations are not working well. This study presents IT as the greatest driver of organisational and societal change. Information technology can support different forms of organisational design to cope with the increasing complexity and conflicting demands of today's dynamic business environment. The onus is on management to align the organisational structure with its strategy to improve organisational performance. However, organisations and workplaces differ, and consequently their appropriate work organisation technologies differ. The changes in IT and market structures have shifted the competition from a single organisation to a network scope, resulting in a need for new organisational strategies and structures. Traditional forms of organisation are often deemed inefficient, but this research suggests that leaders should be willing to learn from the past, such as the nature of control issues in work, the importance of infrastructure and design, and that both traditional and new forms are necessary to adapt to the conflicting demands of today's business environment. Most organisations today are still hierarchical with some form of top-down structure, but it remains essential that some people are leaders and others are followers to prevent anarchy in an organisation. Simply eliminating hierarchical structures does not result in more responsive organisations, and thus "healthy hierarchies" should be designed to allow flexibility within a hierarchical structure. Emerging concepts and models of organisation thus rarely completely replace earlier ones, but instead try to create a richer context within which to reinterpret the earlier concepts and their role in a broader, more complex framework. Organisations cannot be represented as "pure" forms, but should be seen as dynamic systems that consist out of clusters of segments, where each segment can be represented as a pure form of organisation. Organisations should be able to gain a competitive advantage if management is able to combine difficult-to-combine attributes, and to design an organisation with different forms to face internal and external challenges. A framework is presented to help practitioners to design or redesign their organisations according to best practices. The framework incorporates the influence of IT on the business environment and the organisation, the concept of a "healthy" hierarchy, the commitment of the key stakeholders to organisational change, and tests to design an organisation according to four fit drivers (product-market strategies, corporate strategy, people, and constraints) and five good design principles.
AFRIKAANSE OPSOMMING: Die 21ste eeu is gekenmerk deur ongekende veranderinge in tegnologie, politiese en ekonomiese stelsels, en sosiale eise. Leiers moet dus 'n organisasie se menslike kapasiteit, struktuur en funksies kan ontwikkel om effektief in 'n hoogs dinamiese omgewing te kan opereer. AI hoe meer organisasies word vereis om operasionele effektiewiteit met strategiese buigsaamheid te kombineer, en organisasies met hierargieë, burokrasieë, en baie vlakke van hersiening en goedkeuring blyk nie in staat te wees om vinnig te reageer op die nuwe besigheidsvereistes nie. Informasie tegnologie (IT) bied addisionele veranderlikes wat kan help om beter reagerende organisasies te ontwerp met inagneming van struktuur, mense, en werk. Min leiers weet egter hoe om die situasie te verbeter wanneer hulle organisasie nie goed presteer nie. Hierdie studie stel IT voor as dié grootste drywer van organisatoriese en sosiale verandering. Informasie tegnologie ondersteun verskillende vorms van organisatoriese ontwerp wat voldoen aan die stygende kompleksiteit en teenstrydige vereistes van vandag se dinamiese besigheidsomgewing. Die onus rus egter op die bestuur om die struktuur van die organisasie in lyn te bring met sy strategie van verhoogde prestasie. Organisasies en werksplekke verskil, en gevolglik sal die toepaslike tegnologieë vir die organisasie van werk ook verskil. Die veranderinge in IT en markstrukture het kompetisie verskuif van 'n enkelorganisasie na 'n netwerk toe, wat 'n behoefte vir nuwe organisatoriese strategieë en strukture tot gevolg gehad het. Tradisionele vorms van organisasie word gereeld as ondoeltreffend bestempel, maar hierdie studie stel voor dat leiers moet gewillig wees om uit die verlede te leer, soos die aard van beheerkwessies by die werk, die belangrikheid van infrastruktuur en ontwerp, en dat beide tradisionele en nuwe vorms nodig is om aan te pas by die teenstrydige vereistes van vandag se besigheidsomgewing. Die meeste organisasies is vandag steeds in een of ander vorm hierargies gestruktureerd van bo na onder, maar dit bly nietemin noodsaaklik dat sekere mense leiers is en ander volgelinge om anargie in 'n organisasie te vermy. Deur slegs hierargiese strukture te verwyder sal nie tot 'n meer responsiewe organisasie lei nie, en dus behoort "gesonde hierargieë" ontwerp te word om buigsaamheid binne 'n hierargiese struktuur toe te laat. Opkomende konsepte en modelle van organisasie vervang gevolglik selde die voriges, en probeer eerder 'n ryker konteks te skep, waarbinne die vorige konsepte en hulle rol in 'n breër, meer komplekse raamwerk geherinterpreteer kan word. Organisasies kan nie as "suiwer" vorms voorgestel word nie, maar eerder as dinamiese stelsels bestaande uit groepe segmente, waar elke segment 'n suiwer vorm van organisasie verteenwoordig. Organisasies behoort dus 'n mededingende voordeel te trek, as die bestuur in staat is om moeilik kombineerbare eienskappe te kombineer, en 'n organisasie met verskillende vorms te kan ontwerp wat interne en eksterne uitdagings trotseer. 'n Praktiese raamwerk word voorgestel om organisasies te ontwerp en te herontwerp volgens beste gebruike. Die raamwerk inkorporeer die invloed van IT op die besigheidsomgewing en die organisasie, die konsep van 'n "gesonde" hierargie, die verbintenis van alle sleutelinsethouers tot verandering van die organisasie, en toetse om 'n organisasie te ontwerp volgens vier pasdrywers (produk markstrategieë, besigheidstrategie, mense, en beperkinge) en vyf goeie ontwerpbeginsels.
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Okoya, Olajumoke. "Organisational climate and performance : a case study of Nigerian high growth SMEs." Thesis, University of East London, 2013. http://roar.uel.ac.uk/3932/.
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There have been extensive explorations of organisational climate (OC) and performance in large organisational contexts but predominantly in western economies. Despite the rich and growing body of literature on the topic, there is considerable lacuna in the understanding of how the composites of organisational climate factors coalesce into business enablement and performance outcomes especially in economically resurgent African economies of which Nigeria is one. More fundamentally, the dimension of High Growth Small and Medium Enterprises (HGSMEs) exemplify the dearth of knowledge of the intricate role of OC in reconfiguring strategic positioning and performance of organisations, especially the genre of SMEs attributed as the main driver of economic growth. Against this backcloth, this study explores the dynamic interaction between OC and HGSME performance in Nigeria with a view to providing situated understandings of how organisational performance is moderated by variabilities of OC. This relationship is investigated empirically using as conceptual prisms four principal constructs distilled from the extant literature; leadership, organisational strategy, HRM practices and entrepreneurial orientation. Methodologically, a triangulation procedure was applied in order to afford both rich-context and scaled datasets. From a sample of HGSME drawn from the national database maintained by Small Medium Enterprises Development Agency of Nigeria (SMEDAN), the mixed method approach used encompassed data gathered through (a) in-depth interviews conducted with senior executives of sample organisations and (b) survey questionnaires administered to 300 employees within two Nigerian HGSMEs. Qualitative data was analysed through thematic analysis. The quantitative data treatment rigour was achieved through descriptive statistics; correlation and multivariate regression analysis. OC was measured at the firm level using the validated instrument (Organisational Climate Measurement instrument, OCM, Patterson et al., 2005), while the organisational performance was measured subjectively using efficiency and quality as performance proxies. Results show direct effects of organisational factors (leadership, strategy, HR practices and entrepreneurial orientation) on organisational climate configuration. The relationship between organisational climate and performance is significantly positive while the direct effect of some HR practices on organisational outcomes such as efficiency (training vs. efficiency, employee involvement vs. efficiency) was negative. The results are robust in indentifying the nature of internal organisational systems and networks that triggers growth and sustainability of HGSMEs.
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Bouwer, Ernst Jooste. "Rationale of the beehive model of organisational renewal for entrenching change and high performance." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53566.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: The Beehive Model (Figure 1.1) of organisational renewal is a theoretical model and analytical tool, in a honeycomb formation as developed by Nel (2001), which is used to obtain a 'snapshot' of organisational compliance with the application of either best or poor practices associated with seven individual workplace practices within the contemporary economic climate. Each of the seven workplace practices has eight pairs of indicators, in a questionnaire format (Appendix A), used to obtain the 'snapshot' of how an evaluated organisation/department/business unit performs regarding the application of either poor or best practices. The workplace practices, namely Strategy, Change Leadership, Stakeholder Commitment, Pay and Incentives, Talent Creation, Business Disciplines, and Structures, are suggested to be strongly related to and critical for entrenching change and high performance in organisations if best practices are applied correctly as driven by strategy. It is suggested that the application of poor practices within the organisational environment is likely to result in inertia and poor performance. The study project endeavour to determine the rationale behind the Beehive Model of organisational renewal for the entrenchment of change and high performance in organisational culture, as justified by recent academic literature, using a literature review as research design. The correlation of entrenched change and high performance with the application of best practices, and entrenched organisational inertia and poor performance with the application of poor practices, is in both cases assumed to be positive and no attempt is made to empirically test the correlations within this study project. The Beehive Model and the literature reveal a synthesised environment that culturally and structurally integrates workplace practices and questionnaire indicators, reinforcing and causing high performance, and endeavouring to create and explain the following scenario: All employees are enabled and empowered to achieve their maximum capability and potential through formal and informal workplace practices and processes that are integrated throughout the organisation and structured in such a way that makes them clear and simple to understand and easy to use, channels information flow purposefully, encourages and forces active information flow, and delivers relevant and useful information within specific contexts as underpinned by competent employees that are actively involved in the design, implementation, usage and ongoing adjustment of the workplace practices. This encourages contextual business understanding, and commitment to and participation in performance enhancing problem solving through effort that is aligned with strategy. The findings suggest that the Beehive Model's structure and purpose and the associated questionnaire indicators are soundly supported by recent academic theory as well as the limited available empirical research on related topics. It is therefore possible to conclude with a reasonably high level of confidence, as viewed against the backdrop of trends in the literature, that high compliance with the correct and holistic application of best practice, as associated with the seven workplace practices' indicators, is likely to result in the entrenchment of change and high performance within an organisation's culture. The literature reviewed also strongly suggests the industry independence of the effective application of the Beehive Model's questionnaire indicators.
AFRIKAANSE OPSOMMING: Die 'Beehive'-model (Figure 1.1) van organisatoriese vernuwing is 'n teoretiese model en analitiese werktuig, in 'n heuningkoekformaat soos ontwerp deur Nel (2001), wat gebruik word om 'n 'kiekie' te verkry van organisatoriese nakoming ten opsigte van die toepassing van goeie of slegte praktyke binne die kontemporêre ekonomiese klimaat. Elkeen van die sewe werkplekpraktyke het agt pare aanwysers, in 'n vraelysformaat (Aanhangsel A), wat gebruik word om die 'kiekie' te verkry van hoe die geëvalueerde organisasie/afdeling/besigheidseenheid presteer ten opsigte van die toepassing van óf slegte óf goeie praktyke. Daar word te kenne gegee dat die werkplekpraktyke, naamlik Strategie, Veranderingsleierskap, Verbintenis van belanghebbendes, Vergoeding en Aansporing, Talentskepping, Besigheidsdissiplines en Strukture, sterk in verband staan met en kritiek is vir die vaslegging van verandering en hoë prestasie binne organisasies indien goeie praktyke korrek toegepas word soos gedryf deur strategie. Daar word te kenne gegee dat die toepassing van slegte praktyke binne die organisasie-omgewing waarskynlik traagheid en swak prestasie tot gevolg sal hê. Die studieprojek poog om die rasionaal van die 'Beehive'-model van organisasievernuwing vir die vaslegging van verandering en hoë prestasie in die organisasiekultuur te bepaal soos geregverdig deur onlangse akademiese literatuur deur die gebruikmaking van 'n literatuuroorsig as navorsingsontwerp. Daar word aangeneem dat die korrelasie van vasgelegde verandering en hoë prestasie met die toepassing van goeie praktyke, en vasgelegde organisasietraagheid en swak prestasie met die toepassing van swak praktyke in beide gevalle positief is en geen poging word aangewend om die korrelasies empiries te toets as deel van hierdie studieprojek nie. Die 'Beehive'-model en literatuuroorsig toon 'n saamgevoegde omgewing wat kultureel en struktureel die werkplekpraktyke en vraelysaanwysers integreer en daardeur hoë prestasie versterk en veroorsaak, en wat poog om die volgende scenario te skep en te verduidelik: Alle werknemers word in staat gestel (bekwaam) en bemagtig om hul volle vermoë en potensiaal te bereik deur formele en informele werkplekpraktyke en prosesse wat regdeur die organisasie geïntegreer is en wat duidelik en eenvoudig gestruktureer is om dit maklik te maak om te verstaan en te gebruik, informasievloei doelgerig te kanaliseer, aktiewe inligtingsvloei aan te moedig en te forseer, en wat toepaslike en nuttige inligting binne bepaalde verband lewer soos ondersteun deur bekwame werknemers wat aktief betrokke is by die ontwerp, implementering, gebruik en deurlopende aanpassing van die werkplekpraktyke. Dit moedig die kontekstuele begrip van die besigheid, asook verbintenis tot en deelname aan prestasieverhogende probleemoplossing aan deur inspanning wat strategiegerig is. Die bevindings dui daarop dat die 'Beehive'-model se struktuur en doel en die gepaardgaande vraelysaanwysers sterk ondersteun word deur onlangse akademiese teorie asook beperkte beskikbare empiriese navorsing ten opsigte van verwante onderwerpe. Daarom is dit moontlik om met 'n redelike hoë mate van vertroue tot die gevolgtrekking te kom, soos gesien teen die agtergrond van tendense in die literatuur, dat 'n hoë mate van nakoming van die korrekte en holistiese toepassing van goeie praktyke, soos geassosieer met die sewe werkplekpraktykaanwysers, waarskynlik sal lei tot die vaslegging van verandering en hoë prestasie in die kultuur van 'n organisasie. Die literatuuroorsig dui ook redelik sterk op die begryfsonafhanklikheid van die doeltreffende toepassing van die "Beehive'- modelvraelysaanwysers.
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Abrahams, M. F. "The beehive of organisational excellence : entrenching workplace practices that lead to high performance." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53088.
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Thesis (MBA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: For the past two decades or so we have been witnessing the dawn of the information age. The technological revolution that typifies this era is proceeding at a rate unparalleled by the advances of previous eras. This technological advancement has spawned what is called the New Economy, where the currency is information and the watchword is speed. The New Economy is global, knowledge-driven, and highly competitive. It has forever changed the competitive landscapes of many industries, combined others into new industries, and has even created entirely new industries. The New Economy poses many new challenges for organisations that strive for excellence. Amongst other things, globalisation and rapid advances in technology are constantly raising performance level benchmarks on all fronts. This means that organisations striving for excellence have to be stable yet agile, lean, responsive, innovative, efficient, customer-focused, and profitable. In addition, the pressure on organisations to democratise the workplace brings its own challenges. One such approach for organising for excellence is the Beehive model where minimum levels of performance have to be attained in each of seven interdependent areas: strategy, structures, people capacity, business disciplines, stakeholder commitment, pay and incentives, and change leadership. Taken out of context, these practices will not produce the desired improvements in performance. They need to be treated as a system where the practices fit with and support each other.
AFRIKAANSE OPSOMMING: Vir ongeveer die afgelope twee dekades ervaar ons die aanbreek van die informasie tydperk. Die tegnologiese revolusie, wat 'n kenmerk is van hierdie era, gaan voort met 'n tempo ongeewenaard met die vooruitgang van vorige eras. Hierdie tegnologiese vooruitgang het voortgebring wat die Nuwe Ekonomie genoem word, waar die geldeenheid informasie en die wagwoord spoed is. Die Nuwe Ekonomie is wereldwyd, kennis aangedrewe, en hoogs kompeterend. Dit het die kompeterende landskappe van baie industriee vir ewig verander, ander in nuwe industriee kombineer en selfs geheel en al nuwe industriee geskep. Die Nuwe Ekonomie lewer vele nuwe uitdagings op vir organisasies wat na uitmuntenheid streef. Om maar een te noem veroorsaak globalisasie en vinnige vooruitgang in tegnologie 'n konstante styging in prestasie vlak hoogtemerke reg deur die industrie. Dit beteken dat organisasies wat na uitmuntenheid streef stabiel, tog ook behendig, reagerend, vernuwend, effektief, klient gefokus en winsgewend moet wees. Daarmee saam bring die druk op organisasies om by die werkplek te demokratiseer sy eie uitdagings. Een so benadering vir organisering vir uitmuntendheid is die Beehive model waar minimum vlakke van prestasie in elke sewe interafhanklike areas behaal moet word: strategie, strukture, menslike kapasiteit, besigheids dissipline, insethouer toegewydheid, betaling en prestasielone, en oorgangsleiding. Uit konteks sal hierdie praktyke nie die gewensde verbeterings in prestasie behaal nie. Dit moet as 'n sisteem behandel word waar die praktyke mekaar pas en ondersteun.
Books on the topic "High organisational performance"
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Kielty, Sonya. A study of organisational culture and the employee performance benefits of peron-organisation fit and commitment within a high growth I.T. company. (s.l: The Author), 2001.
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Holbeche, Linda. High performance organisation checklist. Horsham: Roffey Park Institute, 2003.
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Thomas, Roth, Hess Kären M. 1939-, and Wilson Learning Corporation, eds. Creating the high performance team. New York: Wiley, 1987.
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Buchholz, Steve. Creating the high performance team. New York: Wiley, 1987.
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Developing the high performance organisation: Best practice for managers. Dublin: Oak Tree Press, 1996.
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Developing the high performance organisation: Best practice for managers. Dublin: Oak Tree Press, 1998.
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Parker, Sharon. Dimensions of performance effectiveness in high-involvement work organisations. [S.L.]: [S.N.], 1994.
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Rayner, Steven R. Recreating the workplace: The pathway to high performance work systems. Essex Junction, VT: O. Wight Publications, 1993.
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Head, Christopher W. Beyond corporate transformation: A whole systems approach to creating and sustaining high performance. Portland, Or: Productivity Press, 1997.
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Huwe, Ruth A. Metrics 2.0: Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif: Praeger, 2010.
Find full textBook chapters on the topic "High organisational performance"
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Natrajan, Anand, Marty A. Humphrey, and Andrew S. Grimshaw. "Grids: Harnessing Geographically-Separated Resources in a Multi-Organisational Context." In High Performance Computing Systems and Applications, 25–32. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0288-3_8.
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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "High Performance Work Practices (HPWPs) to Support Change Management." In Human Resource Management for Organisational Change, 75–96. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-9.
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Sendjaya, Sen, Andre A. Pekerti, Brian K. Cooper, and Cherrie Jiuhua Zhu. "Fostering Organisational Citizenship Behaviour in Asia: The Mediating Roles of Trust and Job Satisfaction." In Leading for High Performance in Asia, 1–18. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-6074-9_1.
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Kappe, Doris. "High-Performance-Organisation." In High Performance Leader – Dauerhaft erfolgreich auf der Top-Ebene, 117–200. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09019-7_5.
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Granig, Peter, Iris Amschl, Eva Kaufmann, Christina Kienberger, and Elisabeth Miedl. "High Performance Organisationen im Gesundheitssystem." In Gesundheitswirtschaft – Wachstumsmotor im 21. Jahrhundert, 63–75. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6403-8_3.
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Fox, G. C., E. Bogucz, D. A. Jones, K. Mills, M. Podgorny, and K. A. Hawick. "InfoMall: A scalable organisation for the development of High Performance Computing And Communications software and systems." In High-Performance Computing and Networking, 137–39. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/3-540-57981-8_105.
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Bogdanov, Alexander, Ashot Gevorkyan, and Armen Grigoryan. "First principle calculations of quantum chaos and its self-organisation in the framework of ID model of random quantum reactive harmonic oscillator." In High-Performance Computing and Networking, 919–21. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/bfb0037233.
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Müller, Keven. "Konzeption einer High Performance Learning Journey." In Entwicklung eines High Performance Learning Journey Konzepts zur organisationalen Weiterbildung agiler Rollen im Rahmen von SAFe, 51–89. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36869-2_5.
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van Bavel, Svetlana, Erwan Sourty, Bert de With, and Joachim Loos. "Exploring the 3D organisation of high-performance organic solar cells." In EMC 2008 14th European Microscopy Congress 1–5 September 2008, Aachen, Germany, 795–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-85226-1_398.
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Vagadia, Bharat. "Delivering High Performance Organisations Through Enterprise-Wide Governance and Strategic Leadership." In Management for Professionals, 7–35. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38589-6_2.
Full textConference papers on the topic "High organisational performance"
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Waly, Nesren, Rana Tassabehji, and Mumtaz Kamala. "Improving Organisational Information Security Management: The Impact of Training and Awareness." In 2012 IEEE 14th Int'l Conf. on High Performance Computing and Communication (HPCC) & 2012 IEEE 9th Int'l Conf. on Embedded Software and Systems (ICESS). IEEE, 2012. http://dx.doi.org/10.1109/hpcc.2012.187.
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Mackintosh, Angela. "How an Integrated Change Programme Has Accelerated the Reduction in High Hazard Nuclear Facilities at Sellafield." In ASME 2011 14th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2011. http://dx.doi.org/10.1115/icem2011-59014.
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For over five decades the Sellafield Site has been central to the UK’s nuclear programme. Sellafield Ltd is managed by NMP (Nuclear Management Partners), a consortium of URS, AMEC and AREVA and is focussed on the decommissioning of historical facilities. When the activity of Decommissioning commenced in the late 1980’s the site focus at that time was on commercial reprocessing and waste management. Now through the implementation of an integrated company change programme, emphasis has shifted towards accelerated risk and hazard reduction of degraded legacy plants with nuclear inventory whilst ensuring value for money for the customer, the Nuclear Decommissioning Authority (NDA). This paper will describe the management approach that is being taken and the planning tools that are being applied by the Site owners in delivering an integrated change programme across the Decommissioning Directorate. The paper will explain how the management approach to change uses Peer Assist, Rapid Improvement Events, Organisational Review Self Evaluation, Value Stream Analysis and Accelerated Improvement Events as improvement tools. Use of these has enabled downsizing of the organisation, driven out hundreds of man day efficiencies within the maintenance and asset management areas, improved the management of spares reducing annual costs by £1000’s, improved Commercial practices by fast tracking the preparation of invitations to tender for critical contracts, rolled back radiological control areas and enabled quicker access to the workface at a reduced cost. This paper will explain in detail how the Decommissioning Directorate Programme Office has implemented planning tools such as governance, identification of opportunities, benefit evaluation and prioritisation and sanction of the optimum improvements and how through the use of a balanced scorecard, delivery of the improvements has been measured ensuring that the targets are met. Finally, the paper will discuss how the Performance Improvement Action Plan has proved to be critical for presenting the change plan and its delivery to key stakeholders, Government owners and powerful regulators. Overall, this paper provides an insight into how a massive change programme is being managed within one of the world’s highest regulated industries.
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Coulson, K. E. W., T. C. Slimmon, and M. A. Murray. "A Structured Approach to Supplier Performance Measurement." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-116.
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The start of the new millennium will see companies in the oil and gas industry faced with a dual challenge. Not only will they have to undertake exploration in more demanding terrain and environments, but they also face far more competition in what they previously regarded as their traditional marketplace. The goal of meeting both shareholder and customer needs, while simultaneously attempting to increase market share by becoming more competitive, will be paramount if this success is to be achieved. While a number of strategies have been developed over the last decade in an attempt to achieve and balance these financial goals, the control and reduction of costs play a significant part in all such ‘cost effective’ programs. Past approaches have targeted the organisational structure, internal processes and strategic advantage through acquisitions, mergers and downsizing. However, any gains realised by such programs must be continuously improved upon by implementing innovative approaches to future reductions and controlling costs. Some companies have shifted the focus from internal cost scrutiny to influencing and ultimately controlling external factors of cost. The supply chain offers a tremendous opportunity to drive out costs, one such approach being to partner with the best suppliers of key components to shorten delivery times while minimizing life cycle costs. It is therefore paramount that one distinguishes between those who are simply suppliers and that smaller group who are the best suppliers, all the while fostering a win-win relationship by sharing growth and profitability. This paper will introduce the concepts of the Supplier Performance Measurement Process (SPMP), which NOVA / TransCanada introduced in late 1997 to measure and manage its suppliers’ performance in the provision of a few strategically critical commodities. To provide context for this paper two such commodities, high pressure line pipe and high integrity pipe coatings are addressed in some detail. The application of the process to these commodities alone yielded a capital cost reduction of 6%. The paper explains in practical terms, the steps involved in the implementation of SPMP, and provides a simple process for eliciting feedback on the efficacy of the procurement process.
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Noel, Victor, and Franco Zambonelli. "Engineering emergence in Multi-Agent Systems: Following the problem organisation." In 2014 International Conference on High Performance Computing & Simulation (HPCS). IEEE, 2014. http://dx.doi.org/10.1109/hpcsim.2014.6903719.
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Pianini, Danilo, Mirko Viroli, Franco Zambonelli, and Alois Ferscha. "HPC from a self-organisation perspective: The case of crowd steering at the urban scale." In 2014 International Conference on High Performance Computing & Simulation (HPCS). IEEE, 2014. http://dx.doi.org/10.1109/hpcsim.2014.6903721.
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Yoshimura, K., I. Gaus, K. Kaku, T. Sakaki, A. Deguchi, and S. Vomvoris. "The Role of Large Scale Demonstration Experiments in Supporting the Implementation of a High Level Waste Programme." In ASME 2013 15th International Conference on Environmental Remediation and Radioactive Waste Management. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/icem2013-96048.
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Large scale demonstration experiments in underground research laboratories (both onsite and off-site) are currently undertaken by most high level radioactive waste management organisations. The decision to plan and implement prototype experiments, which might have a life of several decades, has both important strategic and budgetary consequences for the organisation. Careful definition of experimental objectives based on the design and safety requirements is critical. The implementation requires the involvement of many parties and needs flexible but consequent management as, for example, additional goals for the experiments, identified in the course of the implementation, might jeopardise initial primary goals. The outcomes of an international workshop in which European and Japanese implementers (SKB, Posiva, Andra, ONDRAF, NUMO and Nagra) but also certain research organisations (JAEA, RWMC) participated identified which experiments are likely to be needed depending on the progress in implementing a disposal programme. Already earlier in a programme, large scale demonstrations are generally performed aiming at reducing uncertainties identified during the safety case development such as thermo-hydraulic-mechanical process validation in the engineered barrier system and target host rock. Also feasibility testing of underground construction in a potential host rock at relevant depth might be required. Later in a programme, i.e., closer to the license application, large scale experiments aim largely at demonstrating engineering feasibility and performance confirmation of complete repository components. Ultimately, before licensing repository operation, 1:1 scale commissioning testing will be required. Factors contributing to the successful completion of large scale demonstration experiments in terms of planning, defining the objectives, optimising results and main lessons learned over the last 30 years are being discussed. The need for international coordination in defining the objectives of new large scale demonstration experiments is addressed. The paper is expected to provide guidance to implementing organisations (especially those in their early stages of the programme), considering participating in and/or or conducting on their own large scale experiments in the near future.
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Steel, David, and L. M. Mallon. "Towards a High Performance Organisation (An E & P Company's Experience)." In SPE Asia Pacific Oil and Gas Conference. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/28744-ms.
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Tietz, Rigo. "Entrepreneurial Experience and Entrepreneurial Strategy: Empirical Analysis of the Influence of Entrepreneurial Teams with Academic and Surrogate Entrepreneurs on Entrepreneurial Strategy of Research-based Spin-off Companies in Europe." In 18th Annual High Technology Small Firms Conference, HTSF 2010. University of Twente, 2010. http://dx.doi.org/10.3990/2.268474892.
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This study analyses the influence of entrepreneurial experience in research-based spin-off companies (RBSOs) on entrepreneurial strategy, venture development, and firm performance and uses different sources of information. Besides desktop-research a quantitative empirical analysis addressing RBSOs in Europe will be conducted. The first step was a survey asking technology transfer officers at universities and non-university research institutes about RBSOs at their organisations. In cooperation with the University of Antwerp 1.011 institutes in 24 European countries have been contacted leading to a database with 8,505 companies. In the next step an appropriate sample of RBSOs will be selected and asked for the characteristics of the entrepreneurial team and the strategy of the company. Finally, it will include different sources to measure RBSOs´ performance. This research-in-progress paper gives an overview about the current status quo of the study. It includes a brief review of the existing literature, introduces the research questions, and discusses a subset of hypotheses as well as the theoretical background and proposed methodology.
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Kwiatkowski, Krzysztof. "Potential of city networks in shaping the world’s ecumene." In Virtual City and Territory. Barcelona: Centre de Política de Sòl i Valoracions, 2016. http://dx.doi.org/10.5821/ctv.8101.
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The contemporary global space is characterised by huge disproportions of social inequalities, drastic division between a core and peripheries, unequal access to education and general mobility, and many more. These phenomena lead to a feeling of dependence and marginalisation of specific social classes as well as ethnic, national and religious minorities. In the extreme situations that might evoke a feeling of humiliation. The scale of tensions results in unpredictable acts of aggression.
The need for taking actions in order to reduce these disproportions has emerged. It is necessary to aim at achieving the balance on a world scale. This means creating the world ecumene defined by Ulf Hannerz as a ‘region of persistent culture interaction and exchange.’ To a certain extent, the state of balance is an ideal state. Reaching it fully is very challenging, or perhaps even impossible. Nevertheless, we should aim at achieving the balanced state by implementing the further steps of its pursuit.
Activities related to a city network might become the mechanism which enables to create the ecumene. The efficiency of public engagement is based on: (1) an anti-ideology syndrome – focusing on basic problems of living, which are universal to all of us; (2) an overlap of two basic self-organisational activities: protest politics and social participation (based on deliberative democracy); (3) performance phenomenon – depends on generating the audience for the protest politics; (4) consistency and firmness of protests practices, which results in high efficiency.
In terms of architecture, aiming at the ecumene means shaping public spaces which are crucial to multiculturalism. The theory of thirdspace of Edward W. Soja (which is contradictory to the concept of Homi K. Bhabha) might be an inspiration for creating of the ecumene. The theory holds that public spaces are superpositions for two ‘worlds’ – real and symbolic. Spaces which are formed in this way enable to reveal in a performative way the potential of unexpected meetings of remote cultures.
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Gowsiga, M., and T. Kartheepan. "The impact of COVID-19 on the business continuity of the Sri Lankan apparel industry: Human resource management (HRM)." In 10th World Construction Symposium. Building Economics and Management Research Unit (BEMRU), University of Moratuwa, 2022. http://dx.doi.org/10.31705/wcs.2022.69.
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The Sri Lankan apparel industry is having a high demand for exports all over the world and is a leading apparel producer in the South Asian region. It has started to fight for its survival due to the pandemic, Covid-19. It guesses a bracing for a 50% drop in demand by the following one to one and a half years from Covid-19. Thus, the industry is in a position to reinvent itself by forcing itself to live. Thus, business continuity is necessary to proceed with the business without any interruption at this time. Moreover, human resource professionals act a major role to continue the business after the new normal, as handling the main resource of the organisation which is humans. Hence, this study aims to investigate the level of impact and consequences of Covid-19 in the business continuity process of the Sri Lankan apparel industry from the human resource management perspective. Initially, the literature review delivered a theoretical understanding of the research area and three large-scale apparel organisations were selected, a case study research strategy with a quantitative approach. Collected data were analysed using the Likert scale and weighted average manual content analysis. The findings revealed that Training and development help to compensate for the labour shortage, and technology improvements have modified the recruitment pattern. The difficulty of measuring performance has a negative impact on employee engagement; however, job uncertainty and providing satisfactory opportunities for development have increased employee engagement; thus, there is a balance in employee engagement, and communication plays an important role in that. Furthermore, flexible working hours have a positive impact on employee performance and job satisfaction.
Reports on the topic "High organisational performance"
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
Full textAbstract:
Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.