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.
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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.2019.10020673.
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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 (April 8, 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 hypothesised relationships. Findings – Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications – The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications. Practical implications – Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Originality/value – This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
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Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
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Ha, Jong Goon, Ji Man Kim, Won Ju Hwang, and Sang Gyu Lee. "Impact of organisational characteristics on turnover intention among care workers in nursing homes in Korea: a structural equation model." Australian Health Review 38, no. 4 (2014): 425. http://dx.doi.org/10.1071/ah13204.
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Objective The aim of the present study was to analyse the impact of organisational characteristics on the turnover intention of care workers working at nursing homes in Korea. Methods Study participants included 504 care workers working at 14 nursing homes in Korea. The variables measured were: high-performance work practices, consisting of five subfactors (official training, employment stability, autonomy, employee participation and group-based payment); organisational commitment, consisting of three subfactors (affective, normative and continuance commitment); organisational support; and turnover intention. The inter-relationship between high-performance work practices, organisational support, organisational commitment and turnover intention and the fit of the hypothetical model were analysed using structural equation modelling. Results According to our analysis, high-performance work practices not only had a direct effect on turnover intention, but also an indirect effect by mediating organisational support and commitment. The factor having the largest direct influence on turnover intention was organisational commitment. Conclusions The results of the present study suggest that to improve health conditions for frail elderly patients at nursing homes, as well as the efficiency of nursing homes through the continuance of nursing service and enhancement of quality of service, long-term care facilities should reduce the turnover intention of care workers by increasing their organisational commitment by actively implementing high-performance work practices. What is known about the topic? Considerable studies have shown that the adoption of high-performance work practices is related to an organisation’s performance and job satisfaction. In addition, previous studies found that job satisfaction is inversely related to the turnover intention of employees. What does this paper add? This paper identified that high-performance work practices are closely related to the turnover intention of care workers in nursing homes. These findings could improve our understanding of the factors that impact on labour management in nursing homes. What are the implications for practitioners? The turnover of care workers is one of the major managerial challenges for nursing home managers. The findings of this study suggest that managers should be focused on high-performance work practices to improve the efficiency of their organisations.
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Georgiadou, Elli, Kerstin Siakas, and Bo Balstrup. "The I5P Visualisation Framework for Performance Estimation through the Alignment of Process Maturity and Knowledge Sharing." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (April 2011): 37–47. http://dx.doi.org/10.4018/jhcitp.2011040104.
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This paper argues that Knowledge Management (KM) and Knowledge Sharing (KS) are strongly linked to organisational maturity. The mechanisms that enable this upward movement and depict measurable effects of performance as the organisation climbs from ad hoc levels to institutionalised high levels of process maturity are investigated. The I5P visualisation framework which aligns a Knowledge Sharing level to the appropriate maturity level and characterises the process from incidental to innovative is examined. This framework provides the basis, in terms of preparedness and disposition towards knowledge sharing, for estimating and measuring organisational performance. In today’s competitive global business environment organisations are increasingly dependent on Information and Communication Technologies (ICTs) and particularly vulnerable to knowledge dilution. The framework links knowledge sharing to process maturity providing a framework that aims to encapsulate tacit accumulated knowledge in the organisation by preserving it for future needs. The framework will be useful to Information Technology (IT) organisations that are familiar with maturity models, such as CMMI.
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Tickle, Matthew, Robin Mann, and Dotun Adebanjo. "Deploying business excellence – success factors for high performance." International Journal of Quality & Reliability Management 33, no. 2 (February 1, 2016): 197–230. http://dx.doi.org/10.1108/ijqrm-10-2013-0160.
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Purpose – The purpose of this paper is to improve the understanding of how organisations successfully deploy business excellence (BE) by comparing the tools and strategies implemented by organisations at different levels of BE maturity. Design/methodology/approach – The study used a combination of a questionnaire, discussion groups and interviews with respondents including private sector organisations across India, Japan, Republic of China, Singapore and Thailand. These countries were selected due to them being considered as having the most advanced BE organisations in Asia by the Asian Productivity Organisation (APO) that commissioned the study. Once triangulated, the quantitative data were analysed through use of the IBM SPSS Statistical software package. Findings – The study has shown that on average, organisations with higher BE maturity outperform their less mature counterparts. The study also revealed that organisations with a high BE maturity were more likely to use specific tools and were more likely to use some of these tools more effectively. Finally, the study identified differences in strategic approaches to BE between organisations with high and low BE maturity. Research limitations/implications – Only five Asian countries were considered due to resource limitations. However, the study of 74 organisations represents one of the most comprehensive to date with 30 of these organisations being award winners. Practical implications – The findings offer guidance to those organisations wishing to progress from a low level of BE maturity to a more advanced level. The findings have already assisted the APO and its 20 member countries in the development and implementation of strategic interventions at a regional and national level. Originality/value – No other study in Asia has been conducted on such a large sample of BE-orientated organisations. The study was also unique in its focus on the tools and strategies that should be used for successful BE deployment. In addition, the study is one of only a few in Asia that has studied the results of BE on organisational performance.
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de Waal, Andre. "Does Investors in People affect organisational performance: a relevant question?" Employee Relations 38, no. 5 (August 1, 2016): 665–81. http://dx.doi.org/10.1108/er-07-2015-0146.
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Purpose – Ever since the introduction of Investors in People (IiP), a management framework for high performance invented by the UK Government aimed at improving the UK’s industrial performance, there has been indistinctness about whether IiP actually improved organisational performance. The academic literature gives conflicting evidence and almost 25 years after the first exposure to IiP this issue has not been settled yet. The paper aims to discuss these issues. Design/methodology/approach – In this paper the literature on the effects of IiP on organisational performance is collected and discussed, to try to give a definitive answer on the question what the effect of IiP is or should be. Findings – After reviewing the evidence, the paper raises the question whether asking the question if IiP increases organisational performance is actually a relevant one. This is because IiP was originally intended to be the standard against which organisation could be evaluated and subsequently rewarded for excellent human resource management (HRM) practices. In the core this means that IiP consist of a set of by experts agreed upon indicators related to HRM practices which together form the yardstick against which organisations are measured. Originality/value – This paper is the first one to actually create clarity of what the IiP standard actually is and how it should be perceived and applied by organisations and academics alike.
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Nienaber, Hester, and Nico Martins. "Exploratory study." TQM Journal 32, no. 3 (March 2, 2020): 475–95. http://dx.doi.org/10.1108/tqm-05-2019-0151.
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PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.
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Dastaviz, Amir Hossein. "Integration of Competing Values and Knowledge Organisational Activities in a New Model." International Journal of Knowledge-Based Organizations 6, no. 4 (October 2016): 50–61. http://dx.doi.org/10.4018/ijkbo.2016100105.
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In recent years, various models have been introduced in knowledge management; however, it seems that making a combination of these models can improve the performance of the models in knowledge based organisations. In this paper, two models are considered. The first one is competing values and the second one is organisational activities of knowledge management. Competing values is consisted of two exes: control and environmental interaction. The extent of control differs from high to low and the environmental interaction in the organisation varies from internal to external tendencies. These two axes form different values in the competing value model. Each organization, based on its dominated values, can trigger the organisational activities of knowledge management. This paper proposes a conceptual model that applies dominant ?competing values status and facilitates organisational activities of knowledge by integrating organisational activities of knowledge chain and competing value models. This model will enrich the knowledge management literature, especially on knowledge organisational activities, while being the basis for other researchers and authors to develop the process of organisational activities regarding organisational structure and environmental interaction.
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de las Heras-Rosas, Carlos, Juan Herrera, and Mercedes Rodríguez-Fernández. "Organisational Commitment in Healthcare Systems: A Bibliometric Analysis." International Journal of Environmental Research and Public Health 18, no. 5 (February 25, 2021): 2271. http://dx.doi.org/10.3390/ijerph18052271.
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Business organisations are subject to high pressure to ensure their sustainability and competitiveness. In the case of healthcare institutions, moreover, there are unique characteristics where human resource management is of vital importance. The workforce in these institutions is at a critical moment where the shortages of qualified staff, burnout, or job dissatisfaction represent some of the detrimental aspects for the performance of the organisation, and more importantly, they diminish the quality of patient care. The promotion of organisational commitment is positioned as one of the tools that organisations have to face this problem. This paper aims to increase knowledge about research trends that analyse organisational commitment in healthcare institutions. To this end, using bibliometric techniques, a sample of 448 publications on this subject from journals indexed in Web of Science between 1992 and 2020 is analysed. The results obtained suggest a growing interest in this subject and a visible concern for the management of human resources in these institutions. Research has focussed mainly on organisational factors related to nursing staff. The most analysed topics have been job satisfaction, the implications of stress and high turnover, burnout syndrome, and the possibility of leaving the job. On the other hand, issues emerged such as empowerment in the workplace and others related to organisational management such as quality of service or performance. Finally, there is a lack of research that deals more deeply with other groups working in health centres, such as doctors or administrative staff. There is also a need for further development in the analysis of the implications of the ideological psychological contract in relation to normative organisational commitment in the field of healthcare organisations. The contribution of this work focusses on expanding knowledge about commitment in healthcare organisations and creating points of support for future research as well as helping healthcare managers make decisions in HR management.
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Khairul Anuar Bin Mohd Ali, Sulaiman Bin Mohammed Khalid, and Zafir Khan Bin Mohamed Makhbul. "Impact of Service Quality on Malaysian Polytechnic Sustainability Using Modified HEdPERF Model: An Empirical Study." Asia Proceedings of Social Sciences 7, no. 2 (March 28, 2021): 159–63. http://dx.doi.org/10.31580/apss.v7i2.1799.
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Current literature in higher education service quality and organisational performance depicts that adequate application of modified HEdPERF (Higher Education PERFormance) in the organisation daily operation will generate high performance activities that subsequently will increase organisation performance. Although many previous investigations have studied the association between service quality and organisation performance in higher education, the role of modified HEdPERF education specific model as a critical factor for improving organisation performance among managers has been poorly discussed. The goal of this work is to assess the effect of modified HEdPERF service quality model and organisation performance relationship among heads of department of Malaysian polytechnics. This study employed random sampling method through self-administered questionnaires collected from 192 Heads of Department covering academic and non-academic departments within Malaysian polytechnics. The results have shown that programme issues, academic aspects and access are significant antecedents for organisational performance at Malaysian polytechnics. Conversely, non-academic and physical facilities were not able to improve organisational performance. The study outcomes confirm the ability of organisation to correctly execute modified HEdPERF which covers programme issue, academic aspects and access in daily operations as important measure to improve the performance of the organisation.
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de Waal, André. "Increasing organisational attractiveness." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 124–41. http://dx.doi.org/10.1108/joepp-10-2017-0080.
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Purpose Happiness at work (HAW) is receiving much attention in the literature, as HAW seems to have a positive effect on organisational performance, such as in increase of productivity, lower turnover of employees and less customer complaints. There is however no research into the relation between HAW and the attractiveness of an organisation. It stands to reason that people who are happier at work are also happier about their organisation and express this to their family and friends. Having an attractive organisation is becoming increasingly important as the world is currently experiencing an economic boom creating shortages of qualified personnel. The paper aims to discuss this issue. Design/methodology/approach A possible way of creating an attractive organisation is by transforming the workplace into a high-performing organisation (HPO). The study described in this paper is looking in this respect at three hypotheses: H1. Higher HAW will increase the attractiveness of the organisation; H2. Becoming an HPO will increase HAW; and H3. Becoming an HPO will increase the attractiveness of the organisation. A large-scale survey of Dutch managers and employees was undertaken in which the respondents were asked their opinion of the high-performance level and attractiveness of their organisation, and their happiness with their job and organisation. Findings The study results show that the three hypotheses are basically confirmed. Increasing the happiness of work of employees, in general, raises the feeling of how attractive the organisation is to the employees themselves and to the external world. However, this positive feeling is mainly true for the work itself but not so much for how committed employees feel to the organisation. Practical implications Organisations now have knowledge at their disposal about ways to promote happiness in their employees, thus raising their attractiveness to current and future employees. Originality/value The study results indicate that senior management has to make more effort to raise the quality level of the organisation, preferably towards the high performance level, in order for employees to start feeling more committed to their organisation. This is because the study results show that transforming an organisation into a high-performance entity increases happiness of employees at work significantly, especially about their work and in a lesser degree with the commitment they feel towards the organisation itself. This result has not been found before, so this research provides managers for the first time with a validated way to help their staff to become happier and more productive.
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Spangenberg, H., and C. C. Theron. "Promoting ethical follower behaviour through leadership of ethics: The development of the ethical leadership inventory (ELI)." South African Journal of Business Management 36, no. 2 (June 30, 2005): 1–18. http://dx.doi.org/10.4102/sajbm.v36i2.623.
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The Centre of Leadership Studies developed a model that defines and describes leadership behaviour required for creating an ethical and high performing organisation. Purposefully building an ethical organisational environment is a prerequisite for ethical organisational behaviour. To be an ethical high performance leader, a person must be both an effective leader and a leader of ethics. The purpose of this study is to develop a 360° instrument that can be used to assess the quality of ethical leadership of middle, senior and executive managers in public, private and not-for-profit organisations. The results reported here provide reasonable support for the use of the ELI. The possibility of causal influences existing amongst specific first-order leadership dimensions, however, needs to be investigated.
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Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.
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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
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Katic, Mile, Dilek Cetindamar, and Renu Agarwal. "Deploying ambidexterity through better management practices: an investigation based on high-variety, low-volume manufacturing." Journal of Manufacturing Technology Management 32, no. 4 (March 9, 2021): 952–75. http://dx.doi.org/10.1108/jmtm-07-2020-0276.
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PurposeWhilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how these so-called ambidextrous capabilities are deployed remains elusive. Thus, the authors aim to investigate the role of better management practices (BMP), as organisational routines, in deploying ambidextrous capabilities in practice.Design/methodology/approachHigh-variety, low-volume (HVLV) manufacturers are adopted as exemplar ambidextrous organisations. A conceptual model was developed where BMP, including human resource management (HRM) and production planning and control (PPC), are considered as mediators in the relationship between ambidextrous capabilities and organisational performance outcomes. Partial least squares structural equation modelling was adopted to analyse the results of a survey undertaken by Australian HVLV manufacturers.FindingsThe results suggest that merely holding ambidextrous capabilities is not enough – demonstrating a fully mediating role of BMP between ambidextrous capabilities and HVLV manufacturer performance outcomes. However, the individual effects of PPC and HRM prove varied in their unique impact on HVLV manufacturer performance.Practical implicationsThis study also provides a rare account of how HVLV manufacturers can leverage their inherently ambidextrous design towards greater organisational performance and highlights critical considerations in the selection of organisational capabilities.Originality/valueBy exemplifying the explanatory power of BMP in ambidextrous capability deployment, this study moves beyond the more prevalent stance on the links between BMP and ambidextrous capabilities as that of capability building through management practices, to one concerning the deployment of the capability itself.
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de Waal, André, and Alex Meingast. "Applying the high performance organisation framework in the horticulture and greenhouse sector." Measuring Business Excellence 21, no. 2 (May 15, 2017): 136–51. http://dx.doi.org/10.1108/mbe-05-2016-0028.
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Purpose The Dutch agricultural sector nowadays experiences many challenges. To deal with these, the sector has been interested in finding ways to improve performance. Mostly, the improvement research has concentrated in the areas of innovation of products and quality, supply chain management, cooperatives, entrepreneurship and human resources. However, hardly any research has been done into ways to strengthen the internal organisation, encompassing the quality of management, employees and processes and systems of the agriculture company. This paper aims to address this research gap by evaluating whether the high performance organisation (HPO) framework, a scientific validated analysis and improvement technique, can be used to help agricultural enterprises to strengthen their internal organisation. Design/methodology/approach The HPO Questionnaire was applied at four Dutch horticulture companies to evaluate their performance. Subsequently, at each company, interviews were held to obtain more information about the scores. Then, a workshop was organised with the management of all four companies to discuss the study results. Findings The workshop showed that the framework was suitable for the participating companies to start improving their organisations, as management of all four companies agreed that the analysis and recommendations, derived from analysing the questionnaire data and the interviews, were highly relevant to their business. Originality/value As there is no holistic organisational evaluation and improvement technique which looks specifically at the internal organisation of horticulture companies, available for the agricultural sector, the application of the HPO Framework in this sector is the first of its kind.
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Serfontein, J. J., and Johan Hough. "Proposed model of the impact of strategic leadership on operational strategy and organisational performance of business organisations in South Africa." Corporate Ownership and Control 8, no. 3 (2011): 443–51. http://dx.doi.org/10.22495/cocv8i3c4p2.
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Since the mid-1980’s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article proposes a model towards the effective implementation of strategic leadership processes which can help business and organizational leaders with the successful implementation of high performance strategic leadership practices. This research also pinpointed theoretical and substantively meaningful endogeneous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.
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ZAHRA, SHAKER A., JEFFREY G. COVIN, and PATRICIA H. ZAHRA. "ORGANISATIONAL STRUCTURE, CORPORATE ENTREPRENEURSHIP AND PERFORMANCE." Journal of Enterprising Culture 06, no. 01 (March 1998): 111–46. http://dx.doi.org/10.1142/s0218495898000072.
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The importance of a firm's formal organisational structure for stimulating corporate entrepreneurship (CE) has been the subject of interest and debate in the literature. A firm's organisational structure usually provides the context, incentives and impetus for its CE activities and determines the success of its innovative ventures. This study empirically examines the association of the dimensions of organisational structure with CE activities in a sample of 130 banks. The results suggest that low formalisation, low centralisation, high professionalism, high participation, and intensive organisational-wide communication are positively associated with CE. Further, CE is positively associated with bank financial performance measures. Finally, the fit between the dimensions of organisational structure and CE is associated with successful organisational performance.
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KC, Pradeep. "Emotional Intelligence and Organisational Performance in Nepalese Commercial Banks." Marsyangdi Journal 3, no. 1 (September 2, 2022): 128–35. http://dx.doi.org/10.3126/mj.v3i1.47962.
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The debate over the topics related to emotional intelligence (EI) and organisational performance has constantly been in discussion in different cultures and in different parts of the world. EI is an essential factor responsible for determining success in life and psychological well-being which plays an important role in better organisational performance. This article, therefore, has assessed the status of EI and organisational performance in Nepalese Commercial Banks and measured the impact of demographic factors on EI. It follows deductive research approach in which descriptive as well as analytical research design has been employed. The sampling units for the study consisted of 9 out of total 27 Nepalese commercial banks, and 67 respondents via convenience sampling with a structured questionnaire. Cronbach's Alpha was calculated to confirm its reliability, which resulted in a score of 0.778. SPSS software package was used to manage and interpret data. The results of the study indicate that both emotional intelligence and organisational performance are present in the commercial banking sector. Analysis revealed that an employee with high emotional intelligence has a high organisational performance in comparison to a less emotionally intelligent person. The impact of matured employees is high on EI, here EI of a male is higher than female whereas the EI of married people is higher than unmarried. The results have implications for recruiting the employees. So, based on the results, it is recommended that an organisation must consider the emotional intelligence of the employees and emotional intelligence can be increased in the banking sector through different training and development programs.
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Boxall, Peter, and Keith Macky. "High‐performance work systems and organisational performance: Bridging theory and practice." Asia Pacific Journal of Human Resources 45, no. 3 (December 2007): 261–70. http://dx.doi.org/10.1177/1038411107082273.
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Boxall, P., and K. Macky. "High-performance work systems and organisational performance: Bridging theory and practice." Asia Pacific Journal of Human Resources 45, no. 3 (December 1, 2007): 261–70. http://dx.doi.org/10.1177/1038411107082273.
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Atulkar, Sunil, and Bikrant Kesari. "A Review on Art of Creating Values in Retail for Improving Business Performance." Journal of Business Administration Research 7, no. 1 (March 13, 2018): 22. http://dx.doi.org/10.5430/jbar.v7n1p22.
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Today the retail business environment becomes more complex and unpredictable in nature. In this research article researchers try to discus on engagement of arts in creating values in retail sector organisations. As the art based methods are used in various organisational developments, so this paper focused on four processes proposed by Darso and Dawids (2002) in retail sector organisation, to identify how these methods innovatively works on retail customers and why these process are important for the retail organisation performance. We identifies that the retailers should have to focus on the use of arts based method such as decoration, entertainment, developing the high skilled employees and attractive retail environment, enables customer to see the retail store environment more differently which helps in improving the performance of retail sector organisations. Based on the review of earlier published literatures, the present study shows that the uses of arts in creating shopping values more innovative, effectively and efficiently in retail sector organisations, have become a key to develop the effective business strategy to get competitive advantages over others.
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Larsson, Bengt, Ylva Ulfsdotter Eriksson, and Petra Adolfsson. "The Legitimacy of Performance-Related Pay in Swedish Public Sector Organisations." Scandinavian Journal of Public Administration 26, no. 1 (March 1, 2022): 45–65. http://dx.doi.org/10.58235/sjpa.v26i1.7039.
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This study analyses the legitimacy of different pay determination principles in Swedish public sector organisations. The aim is to explore what dimensions of worth exist in pay determination and to analyse the extent to which differences in legitimacy can be explained by organisational position, professional identity and organisational context. Theoretically, the article is influenced by “valuation studies” and the “institutional logics” and “orders of worth” approaches in analysing the existence of multiple dimensions of pay determination. Empirically, the study is based on surveys to employees and managers. The main results are that individual performance is the most legitimate dimension of worth, although job requirements and employee behaviour also have a high level of legitimacy. Formal individual competence and market value have a somewhat lower level of legitimacy, while organisational results is the dimension that has least legitimacy. In addition, the perceptions of legitimacy are shown to vary somewhat with position, profession and organisational context.
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Lafuente, Esteban, Angela Solano, Juan Carlos Leiva, and Ronald Mora-Esquivel. "Determinants of innovation performance." Academia Revista Latinoamericana de Administración 32, no. 1 (March 4, 2019): 40–62. http://dx.doi.org/10.1108/arla-10-2017-0309.
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Purpose The purpose of this paper is to analyse the relationship between organisational learning capabilities (OLCs) and innovation performance (IP) in organisational contexts where knowledge creation and exploitation are the business’ main source of competitive advantage. Design/methodology/approach The study hypotheses are tested on a unique sample of 74 high-performance businesses operating in knowledge-intensive business services (KIBS) industries and non-knowledge intensive sectors in 2016. The study employs a sequential deductive triangulation analysis (QUAN → qual) based on linear regression models and qualitative interviews. Findings The results indicate that OLCs positively impact IP. Additionally, the findings reveal that this relationship is stronger in organisations where knowledge creation and exploitation constitute the main source of competitive advantage, namely, KIBS firms. Research limitations/implications This paper offers insights into how the innovation outcomes of OLCs are heterogeneous across industries. This study contributes to a better understanding of the conditions under which the effects of developing learning-enhancing strategies occur in businesses operating in different industries. Practical implications Both knowledge generation and exploitation processes are critical for business success, and OLCs play a decisive role in this process. In this sense, the results suggest that managers need to turn their attention to the characteristics of business operations when considering the development of strategies aimed at enhancing OLCs. Originality/value The paper further explores the influence of OLCs on IP by analysing how organisational learning strategies interact with relevant organisational characteristics – that are linked here to the exploitation of knowledge-based resources – to yield superior IP.
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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of Management & Organization 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.1017/s1833367200005770.
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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. Since the literature suggests that task difficulty and task variability may influence this relationship, the paper also examines these relationships. The results suggest there is an association between technology policy and performance and that this relation is influenced by task difficulty, but not task variability. The relationship between technology policy and performance seems to greater when task difficulty is high than it is when task difficulty is low.
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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of the Australian and New Zealand Academy of Management 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.5172/jmo.1998.4.1.1.
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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. Since the literature suggests that task difficulty and task variability may influence this relationship, the paper also examines these relationships. The results suggest there is an association between technology policy and performance and that this relation is influenced by task difficulty, but not task variability. The relationship between technology policy and performance seems to greater when task difficulty is high than it is when task difficulty is low.
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Hong, Hee Jung, and Ian Fraser. "Organisational Support for High-Performance Athletes to Develop Financial Literacy and Self-Management Skills." Journal of Risk and Financial Management 15, no. 1 (January 4, 2022): 17. http://dx.doi.org/10.3390/jrfm15010017.
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This paper reports the results of analysing desk-based data on organisational support for high performance athletes to develop their financial literacy and self-management skills when transitioning out of sport. There are two research questions: (1) Do sport organisations provide support schemes or other interventions such that high-performance athletes develop their financial literacy and self-management skills? and (2) Do sport organisations provide financial support schemes for high-performance athletes’ retirements? If so, what do they involve? Desk-based data collection was applied to 23 sporting organisations; these comprised 21 national organisations representing 19 countries, the International Olympic Committee (IOC) and the Oceanic National Olympic Committee (ONOC). Fifteen of the 23 organisations, representing 14 countries, provided some support or interventions on financial planning and self-management within their career assistance programmes. The findings also indicate that most organisations in 17 different countries did not provide any financial support for athletes’ retirements. While a number of sport organisations have developed appropriate interventions to assist high-performance athletes to develop financial literacy and self-management skills, such schemes appear only to be provided to high-performance athletes who have competed at the highest level e.g., Olympics, world championships, etc. Support for athletes at lower levels should also be developed and delivered by national governments, or by national sport organisations.
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Hartog, Deanne N., and Robert M. Verburg. "High performance work systems, organisational culture and firm effectiveness." Human Resource Management Journal 14, no. 1 (January 2004): 55–78. http://dx.doi.org/10.1111/j.1748-8583.2004.tb00112.x.
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Pradhan, Rabindra Kumar, Lalatendu Kesari Jena, and Sanjay Kumar Singh. "Examining the role of emotional intelligence between organizational learning and adaptive performance in Indian manufacturing industries." Journal of Workplace Learning 29, no. 3 (April 10, 2017): 235–47. http://dx.doi.org/10.1108/jwl-05-2016-0046.
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Purpose The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations. Design/methodology/approach The participants were selected through purposive sampling. The study has used established scales on organisational learning, emotional intelligence and adaptive performance to collect data from the respondents. Data were analysed through structural equation modelling using linear structural model (LISREL 8.72). Moderated regression analysis was carried out through a series of hierarchical models to test the hypotheses. The authors have followed the interaction graphs recommended by Aiken and West (1991) to check the moderating effect of emotional intelligence. Findings The result of the study indicates a significant relationship between organisational learning and adaptive performance. The significant moderation effect was observed in the interaction graph, wherein it was found that the relationship between organisational learning and adaptive performance was stronger among the executives with high levels of emotional intelligence and weaker for those having low levels of emotional intelligence. Originality/value The present study gains significance through highlighting the role of emotional intelligence in the perspective of organisational learning and, thus, offers insights to practitioners for addressing adaptive performance of employees.
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EBAREFIMIA, UDEGBE, SCHOLASTICA, AFOBUNOR, S.A.N, and UDEGBE, MAURICE INIEDEGBOR. "EXPLORING THE RELATIONSHIP AMONG ORGANISATIONAL CULTURE, CUSTOMER SATISFACTION AND PERFORMANCE IN MULTINATIONAL CORPORATIONS IN NIGERIA." Australian Journal of Business and Management Research 01, no. 11 (June 22, 2012): 50–58. http://dx.doi.org/10.52283/nswrca.ajbmr.20120111a06.
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This study explores the moderating role of National culture and organisational characteristics in the relationship between organisational cultural values and organisational performance in multinational corporations in Nigeria. It is suggested that the relationship between specific organisational values and organisational performance (i.e. Customer satisfaction and business performance) should vary across National cultures. Likewise, it is anticipated that the relationship between specific organisational cultural values and organisational performance are likely to be greater when the cultural values of organizations are consistent with those of the host country’s technology, economic, political and growth characteristics. Repeatedly, it would be interesting to discover if foreign firms (such as MNCs) tend to maintain the organisational culture of their home countries, if MNCs in Nigeria are incapable of adopting vastly different cultural system, because of differences in values, and if national culture moderates the organisational culture and outcome relationship; and most especially if organisational culture will depend on the national culture. Data for the study was obtained with the aid of questionnaire, seven copies of which were administered in each of the 100 MNCs that served as sample. The selected 100 MNCs were stratified into categories of service, manufacturing and others while the respondents were conveniently selected. Data were generated from the 600 useable questionnaires returned. The response rate was 86%. The data were analysed using descriptive statistics and t- test analysis. The research instrument showed high reliability and validity. Majorly, the study found that culture influences work practices, culture has a profound impact on the way customer perceive the organisation, MNCs in Nigeria tend to maintain the same organisational culture of their home country, and that there is a relationship between organisational culture, customer satisfaction and organisational performance. The study suggests further studies from a market intelligence perspective.
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Hasbini, Mohamad Amin, Tillal Eldabi, and Ammar Aldallal. "Investigating the information security management role in smart city organisations." World Journal of Entrepreneurship, Management and Sustainable Development 14, no. 1 (February 12, 2018): 86–98. http://dx.doi.org/10.1108/wjemsd-07-2017-0042.
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Purpose Information security management (ISM) is proving to be an important topic in the modern world; in environments that will rely a great deal on digital technologies, such as smart cities, ISM research is of high importance and needs to be well analysed. The paper aims to discuss these issues. Design/methodology/approach This paper indicates the criticality of ISM for smart cities through the literature, then focusses on top organisational factors influencing ISM in smart city organisations, which are embraced and justified from the literature. Findings This paper highlights the need for more research around ISM in the context of smart city organisations, also ISM-related organisational factors that are expected to most influence smart city organisational performance. Research limitations/implications This paper is proposed to influence more research in the area of ISM for smart cities among the research community. Additional research is also expected to further validate and examine the selected organisational factors. Originality/value This paper presents new information on ISM in smart city organisations, the lack of research in this area, and the criticality of the highlighted issues, creates high value for the conclusions and findings of this research. The paper also highlights top organisational factors that are expected to influence ISM in smart city organisations.
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Cruz Villazón, Carolina, Leonardo Sastoque Pinilla, José Ramón Otegi Olaso, Nerea Toledo Gandarias, and Norberto López de Lacalle. "Identification of Key Performance Indicators in Project-Based Organisations through the Lean Approach." Sustainability 12, no. 15 (July 24, 2020): 5977. http://dx.doi.org/10.3390/su12155977.
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For the time being, companies and organisations are being forced to compete in utterly complex and globalised environments, facing massive natural, economic, and technological challenges on a daily basis. Addressing these challenges would be impossible without a proper approach that helps them identify, measure, understand, and control the performance of their organisations. Lean principles and techniques rise as a solution. This paper justifies and proposes the use of lean principles and techniques to identify key performance indicators (KPIs) in project-based organisations based on their organisational and operational needs. The research focuses mainly on the identification and categorisation of KPIs through a qualitative approach, based on systematic literature review (SLR) of performance indicators, project management, and project success. As a case study, an analysis of relevant information of an R&D and innovation project-based organisation, such as quality manuals, a benchmarking process, internal studies, and surveys regarding what success means for different kinds of stakeholders and for the organisation itself was conducted. As a result, this research is of a high value for project-based organisations, especially those that are not apprised of how to correctly formulate a series of KPIs, or whose path to it is still not clear.
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Edgar, Fiona, Brendan Gray, Victoria Browning, and Kirsty Dwyer. "Cultural drivers of high performing knowledge-intensive service organisations." Journal of Management & Organization 20, no. 1 (January 2014): 56–78. http://dx.doi.org/10.1017/jmo.2014.19.
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AbstractOrganisational culture is considered an important influence on performance, particularly for service firms that rely on values-driven social controls to enhance human interactions. Using a qualitative approach, we show how the modified Organisational Culture Profile developed by Sarros, Gray, Densten, and Cooper to assess Australian organisations provides a framework for exploring the cultural drivers of high performing knowledge-intensive service firms in New Zealand. Our study provides rich insights into how six key cultural dimensions – competitiveness, innovation, performance orientation, emphasis on rewards, supportiveness and social responsibility – are translated into strategic human resource management practices.
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Muduli, Ashutosh. "High performance work system, HRD climate and organisational performance: an empirical study." European Journal of Training and Development 39, no. 3 (April 7, 2015): 239–57. http://dx.doi.org/10.1108/ejtd-02-2014-0022.
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Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.
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Kucharska, Wioleta. "Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues." Electronic Journal of Knowledge Management 19, no. 2 (September 5, 2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.
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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.
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Adisa, Toyin Ajibade, Fang Lee Cooke, and Vanessa Iwowo. "Mind your attitude: the impact of patriarchy on women’s workplace behaviour." Career Development International 25, no. 2 (December 6, 2019): 146–64. http://dx.doi.org/10.1108/cdi-07-2019-0183.
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Purpose By conceptualising patriarchy in the workplace as a social situation, the purpose of this paper is to examine the prevalence of patriarchal attitudes and their impact on women’s workplace behaviour among Nigerian organisations. Design/methodology/approach The study uses a qualitative research approach, drawing on data from 32 semi-structured interviews with female employees and managers in two high-street banks in Nigeria. Findings The study finds that patriarchy shapes women’s behaviour in ways that undermine their performance and organisational citizenship behaviour (OCB). Furthermore, the study finds that patriarchal attitudes, often practised at home, are frequently transferred to organisational settings. This transference affects women’s workplace behaviour and maintains men’s (self-perceived) superior status quo, whereby women are dominated, discriminated against and permanently placed in inferior positions. Research limitations/implications The extent to which the findings of this research can be generalised is constrained by the limited sample and scope of the research. Practical implications The challenges posed by the strong patriarchy on women’s workplace behaviour are real and complex, and organisations must address them in order to create a fairer workplace in which employees can thrive. It is therefore essential for organisations to examine periodically their culture to ensure that all employees, regardless of gender, are involved in the organisation’s affairs. Furthermore, organisations need to help women become more proactive in combating patriarchal behaviour, which often affects their performance and OCB. This requires organisations to affirm consistently their equal opportunities, equal rights and equal treatment policies. It is essential that organisations take this problem seriously by attaching due penalty to gender discrimination, as this will go a long way in ensuring positive outcomes for women and providing a fairer workplace. Originality/value This study provides empirical evidence that a more egalitarian work environment (in Nigerian banking) will result in improved performance from female employees and organisations. It calls for greater policy and organisational interventions to create a more inclusive work environment and an equal society.
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Obeidat, Shatha M. "An examination of the moderating effect of electronic-HRM on high-performance work practices and organisational performance link." Evidence-based HRM: a Global Forum for Empirical Scholarship 5, no. 2 (August 7, 2017): 222–41. http://dx.doi.org/10.1108/ebhrm-11-2015-0046.
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Purpose The purpose of this paper is to examine electronic-HRM (e-HRM) as a contingency factor moderating the relationship between high-performance work practices (HPWP) and organisational performance. It also explores the hypothesised relationship within the Middle Eastern context. Design/methodology/approach An empirical study was conducted on Jordanian firms operating in both financial and manufacturing sectors. The final research sample consisted of 118 questionnaires. The data were analysed using partial least squares through Smart PLS. Findings The findings show support for the hypothesised relationship. In particular, this study shows that both HPWP and e-HRM have a significant positive influence on organisational performance. The results also revealed that e-HRM moderates the HPWP-performance link. Practical implications Overall, these findings support previous claims that the adoption of HPWP contributes to organisational success. In particular, firms operating in the Middle Eastern region could improve their performance by implementing HPWP. It also confirms the vital role of e-HRM on improving the positive influence of HPWP on organisational performance. Thus, managers may consider investing in e-HRM system in order to enforce the contribution of HPWP to the effectiveness of their firms. Originality/value This study represents a first attempt to measure e-HRM as a possible moderating variable in the HPWP and organisational performance link. Such moderation would be a contribution to the strategic HRM field as very recent research calls for studies that examine new intermediary variables in an attempt to unlock the “black box” in the HPWP and performance link.
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Heffernan, Margaret, Brian Harney, Kenneth Cafferkey, and Tony Dundon. "Exploring the HRM-performance relationship: the role of creativity climate and strategy." Employee Relations 38, no. 3 (April 4, 2016): 438–62. http://dx.doi.org/10.1108/er-06-2015-0110.
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Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.
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Fanousse, Rola Imad, Dilupa Nakandala, and Yi-Chen Lan. "Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review." International Journal of Managing Projects in Business 14, no. 6 (April 30, 2021): 1335–58. http://dx.doi.org/10.1108/ijmpb-11-2020-0347.
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PurposeThis article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.Design/methodology/approachThis paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.FindingsBased on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.Originality/valueThe authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.