Academic literature on the topic 'Organisational performance'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organisational performance.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Organisational performance"
1
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.
Full textAbstract:
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.
2
Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
Full textAbstract:
This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
Full textAbstract:
This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
7
Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
Full textAbstract:
To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
8
Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (October 17, 2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.
Full textAbstract:
Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.
9
Zgrzywa-Ziemak, Anna. "The Impact of Organisational Learning on Organisational Performance." Management and Business Administration. Central Europe 23, no. 4 (December 15, 2015): 98–112. http://dx.doi.org/10.7206/mba.ce.2084-3356.159.
Full text
10
Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.
Full textAbstract:
Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
Dissertations / Theses on the topic "Organisational performance"
1
Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.
Full textAbstract:
Thesis (MA) -- University of Stellenbosch, 2000.ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is widespread or shared among members of the organisation, is related to organisational performance. To answer this question, six hypotheses were formulated with the intention of subjecting them to statistical analysis. The Competence Process of Jay Hall (1996) was used to provide a theoretical framework in terms of which the relationship between the constituent dimensions of organisational culture and organisational performance may be explained. Based on the competence theory it is hypothesised that the dimensions of organisational culture or competence - collaboration, commitment, creativity and the supporting conditions thereof, are directly proportional to the potential for performance. The 40-item Organisational Competence Index (OCI), which forms part of the Organisation Culture Analysis (OCA), is designed to assess the conditions for competence within an organisation. The sampling process finally produced a sample of 988 respondents that completed the organisational culture questionnaires (OCls). The organisation was divided into 60 areas or business units that were stratified throughout the organisation. A stratified sampling technique was therefore used, and the above mentioned geographical subdivisions were used as strata. Because of the all-pervasive nature of accounting as the language of business, financially based indicators are universally adopted to measure organisational performance. Taking the various arguments and proposed measures into consideration, it was decided to use the following three objective performance criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative of the voluntary survival rate). Commercial organisations ultimately have one important "bottom line", to create wealth for all associated with the organisation and therefore to be financially successful. Thus, the indicators of organisational performance that were used are all directly relevant and based on the so-called financial "bottom line" of the organisation. To determine the relationship between the average organisational culture scores and the performance indicators, the product moment correlation coefficients were computed between each area's average organisational culture dimension scores and the three indicators of performance. Commuting the coefficient of variation arrived at the variation in average culture dimension scores per area. To establish the relationship between the variation in average culture dimension scores and the performance indicators, the correlation coefficients were computed between the coefficient of variation and the performance measures. All of these relationships were found to be significant, at least at the 0.05 level. The findings and conclusions arrived at, may be summarised as follows: The first conclusion that can be drawn is that the business units in which the members experience collaboration and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover, compared to those business units where members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which the members experience commitment and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the commitment dimension to a lesser degree. The third conclusion that can be drawn is that the business units in which the members experience creativity and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the creativity dimension to a lesser degree. The fourth conclusion that can be drawn is that the business units in which the members experience the dimensions of competence and the supporting conditions thereof to a lesser degree of variance are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the culture dimensions to a greater degree of variance. In more practical terms, it would seem that the dimensions of competence might well explain why some business units (possibly organisations) are more successful than others.
AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het verder nie net gefokus op die vestiging van 'n verband tussen aspekte van organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie. Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om hulle statisties te toets. Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk wat die verband tussen die samestellende dele van organisasie kultuur en organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die potensiaal vir prestasie. Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988 respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is dus gebruik. Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en voorgestelde indikatore in ag geneem, en is daar besluit om die volgende objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3) arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie doelwit gebaseer is. Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings op die drie prestasie indikatore. Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen hierdie meting, en die prestasiemeting vir elke area. Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in: Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers die samewerkingsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere mate ervaar het. Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers toevertrouing, en die ondersteunende kondisies daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate ervaar het. Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar het. Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar daar 'n groter mate van variansie in die kultuurrnetings was. In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies) meer suksesvol is as ander.
2
Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.
Full textAbstract:
Bibliography: p. 213-220.Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research investigates the features of organization from three angles - on the one hand, the structure and process (functional) aspects, and on the other, the purposeful behaviour of humans. Many works see the three components as separate, and deal with them accordingly. However, we contend that the three aspects are interrelated and that they should be integrated. The integration suggests that multiple views of organization are adequate because it embodies the attributes of purposeful behaviour and functional characteristics. Problems within an organization can be seen as the mutual influence of these parts. They can mutually aggravate and impede the performance of an organization. On the one hand, we contend that bureaucratic organization is inadequate, owing to its fragility in functional components of processing information to adapt to environment change. On the other hand, its rigid essence causes an inability to deal with human dimension problems. The problematical elements present a systemic relation. In turn, we attempt to explore the essence of organization's complex problems. The exploration concludes that both complexity and problems are cognitive phenomena. The illustrations suggest that the unearthing of organization problems should be grounded in the 'interaction' and 'consensus' 'model interchanging' of stakeholders. Based on this idea, we propose an intervention framework for diagnosing pathological pattern within bureaucratic organization. The framework is applied to one of South Africa's biggest local governments (the City of Tygerberg). The research result shows that the most significant problem within the City of Tygerberg is in the information-processing subsystem- associator. Besides, the 'mental pathology' locates on the 'sink' stage of the structured problem model.
3
Onuwa, William. "Quality management practices and organisational performance." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.
Full textAbstract:
The purpose of this research study is to examine the relationship between Quality management (QM) practices deployed as part of a broader management approach and organisational performance in a financial services industry. Quality management as an organisational performance improvement tool or approach has been in practice since the late 1980's following the decline in the American manufacturing industry and competitive position compared to the Japanese. Quality management practices have increasingly become an approach used by firms for gaining competitive advantage in an environment where there is a process of constant change in the national and international competitive environment, due in part to globalisation and increased interdependence of world economy. These changes and interdependence have brought an increased demand on organisational competitiveness and performance with the customer gaining a central place in organisational focus.
4
Bridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.
Full textAbstract:
Over the last 20 years there has been a growth in the relative importance of personnel economics as an area of economics. However, due to a lack of suitable data most of the work in this area has been largely theoretical. It is only in the past decade that there has been a growth in the availability of firm-based data sets, making it possible for researchers to begin to test some of these ideas empirically. This thesis analyses data from a rich source of monthly personnel and payroll records from a large banking sector firm. The data is confined to the organisation's U. K operations and is available over the period January 1989 to March 1997 (giving 99 monthly observations). Although personnel data of this this sort is available for the US (see, for example, Baker, Gibbs and Holmstrom (1994) and Lazear (1999)), this is one of the first data sets of its kind to be available for the U. K. This thesis focues on three areas of personnel economics. It analyses the issues of promotion, absenteeism, and labour turnover, paying particular attention in all three cases to gender differences.
5
Argyropoulou, Maria. "Information systems' effectiveness and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.
Full textAbstract:
For many years researchers have been troubled with the evaluation of Information Systems (IS) concluding to a lack of understanding as to the time, methods and tools for measuring the impact of IS on organisational performance. Motivated by this lacuna in the literature, this thesis explored the relationship between Information Systems’ Effectiveness and Organisational Performance. The theoretical framework is based on the Delone and McLean’s (D&M) IS success model which is widely adopted in the IS research. Based on a comprehensive literature review on the older and more recent studies the research framework incorporated several new items used by researchers for the measurement of the D&M dimensions. Following a web survey on 168 Greek firms this study sheds some light into the IS field by focusing on how IS effectiveness measures affect Organisational Performance. Data for this study was collected by means of a web-link questionnaire and a sample of 700 companies of different sizes operating in various industries. Many descriptive statistics of academic and managerial importance were produced. Following a correlation analysis and Exploratory Factor Analysis, 15 factors were used for Multiple Regression analysis conducted to test a number of hypotheses around the relationship between the dependent construct (organisational performance) and the independent construct (IS effectiveness). This thesis contributes to existing research in the following ways. First, this study extends our knowledge on IS effectiveness as we adapted and modified DeLone and McLean's model of IS success to incorporate new variables from recent research. The results indicate a significant statistical link between IS effectiveness and performance measures. Second, it provides a holistic framework for measuring Organisational Performance with financial and non-financial variables. Finally, the study presents findings from Greek companies that have adopted IS providing practioners with advice for the practices that can lead to possible and realistic benefits.
6
Eriksson, Henrik. "Benefits from TQM for organisational performance." Licentiate thesis, Luleå tekniska universitet, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-18776.
Full textAbstract:
Total Quality Management (TQM) is sometimes considered as a management system in continuous change and consisting of values, methodologies and tools, the aim of which is to increase external and internal customer satisfaction with a reduced amount of resources. Whether TQM improves the performance of companies has been discussed for several years. One way to work with TQM and its values, methodologies and tools is to apply for and work with a quality award. Today, there are international, national, regional, branch-wise and in-company quality awards. The purpose of this thesis is to evaluate whether and describe how working with quality awards affects the performance of companies. The thesis consists of an extended summary and three appended papers on this subject, each one with a different aim and methodology. Two of the papers study the benefits from in-company quality awards for the performance of units, and one paper studies the financial performance of quality award recipients compared with competitors and branch indices. The main conclusion of the thesis, which strengthens earlier published results, is that working with quality awards affects financial performance positively if companies successfully implement TQM, which is the case for quality award recipients. Moreover, the results of this thesis have not been able to show strong evidence proving that the performance of units which have worked with in-company quality awards, but have not yet successfully implemented TQM, are affected by this work. However, such units experience that working with in-company quality awards has positive effects on the customers as well as the employees.Godkänd; 2002; 20070222 (ysko)
7
Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.
Full textAbstract:
The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprising a total sample size of 47 respondents. The research consisted of three phases. Phase One, which made use of an open-ended qualitative survey, was directed at industry experts who were required to identify and recommend four small- to medium- sized high-energy information technology organisations to be considered for this research. Phase Two consisted of gaining approval to conduct research within four of the recommended case study organisations, and conducting an open-ended exploratory face-to-face interview with each Managing Director, with the objective of determining the success, energy state, key drivers, and performance measures of the organisations, as well as the factors that drive the energy of staff. Furthermore, each Managing Director completed the same self-administered questionnaire that formed the basis of Phase Three. This structured survey was used to gather the perceptions and opinions of each organisation’s staff members in determining: the energy state of the organisation, the key drivers of organisational energy, and the link between organisation energy and performance. Statistical analysis techniques were used to determine whether significant relationships exist between the drivers of organisational energy and their respective rankings; and between organisational energy and organisational performance.The study provided evidence that intrapreneurial orientation, collective identity, employee investment and leadership are the most significant drivers of productive organisational energy and confirmed the existence of a significant relationship between productive organisational energy and high performance organisations. Through this research, a model has been developed that can be utilised by leaders of organisations to leverage organisational energy in order to improve and measure organisational performance, thereby creating a sustainable competitive advantage.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
8
Rankonyana, Lawrence. "An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96698.
Full textAbstract:
Thesis (MPA)--Stellenbosch University, 2015.ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, management planning, fiscal planning and practice and operational support. The analysis is done in an organisational context (the Organisation of Rural Association for Progress - ORAP) in order to develop a practical understanding of capacity implications in projects implementation activities. In order for organisations to produce efficient, effective, financially viable and relevant performance, there must be a matching level of investment towards capacity development. In this research, information obtained from interviews and group discussions indicated that organisational capacity has a direct effect on the quality and time spent on a single project. In addition, project activities must satisfy specific project objectives, as well as the strategic objectives of the organisation to ensure that performance is consistent with project requirements and at the same time steer the vision of the organisation forward. Community participation should be prioritised because it is important to make sure that project implementation becomes a consultative process that would produce the required outcomes in terms of project value to the community and empowerment through training and experience to community members. It is also important to adequately fund projects and provide the right infrastructural facilities, in order to enable the smooth flow of the project implementation process.
AFRIKAANSE OPSOMMING: In hierdie studie word organisatoriese kapasiteit beskou as die samevoeging van organisatoriese vermoëns om funksies uit te voer wat verwagte vlakke van werkverrigting sal lewer; wat suggereer dat organisasies die geleentheid gebied moet word om probleme op te los, doelwitte uiteen te sit en te bereik, werksaamhede te leer en aan te pas om bepaalde doelwitte te bereik. Derhalwe, analiseer hierdie navorsing verskeie kapasiteitsopsies wat nodig is vir die behoorlike funksionering van die organisasie in ooreenstemming met Frederick se kapasiteitsmodel wat kapasiteit in terme van leierskap en visie, bestuursbeplanning, fiskale beplanning en praktyk, en operasionele ondersteuning vooropstel. Die analise word gedoen in ’n organisatoriese konteks (die Organisasie vir Landelike Ontwikkelingsassosiasie – OLOA) ten einde ’n praktiese begrip van kapasiteitsimplikasies in die implementering van aktiwiteite van projekte te ontwikkel. Vir organisasies om doetreffende, effektiewe, finansiëel haalbare en relevante werkverrigting te lewer, moet daar ’n ooreenstemmende beleggingsvlak vir kapasiteitsontwikkeling wees. Inligting wat verkry is tydens navorsing vanuit onderhoude en groepbesprekings het aangedui dat organisatoriese kapasiteit ’n direkte effek het op die kwaliteit en tyd wat gewy word aan ’n enkele projek. Daarby moet projekaktiwiteite spesifieke projekdoelwitte verwesenlik, asook strategiese objekte van die organisasie om te verseker dat werkverrigting niestrydig is met projekvereistes en om terselfdertyd die visie van die organisasie uit te dra. Gemeenskapsdeelname behoort voorkeur te kry, want dit is belangrik om te verseker dat projekimplementering ’n advieserende proses word wat die vereiste uitkomste in terme van projekwaarde vir die gemeenskap en bemagtiging deur opleiding en ervaring van gemeenskapslede na vore sal bring. Dit is belangrik om projekte genoegsaam te befonds en die regte infrastrukurele fasiliteite te verskaf om die die gelykvloeiendheid van die proses van projekimplementering moontlik te maak.
9
Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.
Full textAbstract:
Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.
10
Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.
Full textAbstract:
For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in which CPD is planned and executed ~ the organisational culture. Hence, this research sought to document, through empirical study, the relationship between CPD and performance; and the moderating role of organisational culture. Using a blended methodology with triangulated data sources and collection methods, evidence from four case study hospitals indicates that CPD is associated with outcomes such as improved supervision, efficiency and clinical care that influence organisational performance. The forms of CPD that are conducted on the job such as bedside coaching, support supervision and ward rounds are cheaper and have more practical performance benefits compared to those conducted out-of-station such as workshops and conferences. Cultures emphasising ·employee participation in CPD planning, reflective practice, and information - sharing enhance CPD effectiveness. Likewise, cultures emphasising mutual support, trust, client respect, performance measurement, accountability and use of cultural artefacts such as dress code and religious symbols are associated with better performance. The use of mixed designs in case study research contributes to methodology while empirical findings contribute to development of policy and theory on the interplay between CPD, organisational culture and organisational performance. The study findings suggest that organisational culture does maximise the benefits of CPD to support performance. However, the three variables interact independently in complex ways that make it difficult to untangle their cause-effect relations.
Books on the topic "Organisational performance"
1
Inc, ebrary, ed. Improving organisational performance. Bradford, England: Emerald Group Publishing, 2005.
Find full text
2
Tim, Scott, ed. Healthcare performance and organisational culture. Abingdon: Radcliffe Medical, 2003.
Find full text
3
M.C. Augustus van Nievelt. Benchmarking organisational and IT performance. Oxford: Templeton College, 1998.
Find full text
4
Tabassum, Naeem, and Satwinder Singh. Corporate Governance and Organisational Performance. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6.
Full text
5
Burtonshaw-Gunn, Simon A. Essential Tools for Organisational Performance. New York: John Wiley & Sons, Ltd., 2009.
Find full text
6
Veeraraghavan, Vimala. Organisational climate and performance of schools. New Delhi: Blaze Publishers & Distributors, 1992.
Find full text
7
author, Stranaghan Nicole, and Strategic Pay, eds. PLUS +: A model for driving organisational performance. Auckland, New Zealand: Strategic Pay Press, 2012.
Find full text
8
Roger, Bennett. Improving managerial and organisational performance: A guide. Wheatley: Thamesman Publications, 1985.
Find full text
9
Newell, Michael John. Using the Burke-Litwin model of organisational performance to improve the performance of organisations undergoing change. Salford: University of Salford, 1993.
Find full text
10
Authority, Northern Regional Health. Organisational performance review 1992/93: Sunderland Health Authority. Newcastle upon Tyne: NRHA, 1993.
Find full textBook chapters on the topic "Organisational performance"
1
Pettinger, Richard. "Organisational and managerial performance." In Introduction to Management, 47–68. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-21899-5_3.
Full text
2
Kirton, Gill, and Anne-marie Greene. "Diversity and organisational performance." In The Dynamics of Managing Diversity and Inclusion, 251–80. 5th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003186397-11.
Full text
3
Abdel-Kader, Magdy G., and Erin Yu-Ching Lin. "The Organisational Architecture." In Performance Measurement of New Product Development Teams, 42–72. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230584273_3.
Full text
4
Storey, Sylvana. "Findings — Organisational Factors." In The Impact of Diversity on Global Leadership Performance, 103–33. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137426710_5.
Full text
5
Ilozor, Benedict. "Space Planning and Organisational Performance." In Design Economics for the Built Environment, 191–200. Chichester, UK: John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781118944790.ch13.
Full text
6
Yeo, Roland. "Influences of Organisational Learning on Organisational Performance and Success." In Organising Knowledge, 193–213. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230523111_13.
Full text
7
Tabassum, Naeem, and Satwinder Singh. "Corporate Governance." In Corporate Governance and Organisational Performance, 1–15. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6_1.
Full text
8
Tabassum, Naeem, and Satwinder Singh. "Theories, Models and Mechanisms." In Corporate Governance and Organisational Performance, 17–47. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6_2.
Full text
9
Tabassum, Naeem, and Satwinder Singh. "Predictions of Corporate Governance Models." In Corporate Governance and Organisational Performance, 49–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6_3.
Full text
10
Tabassum, Naeem, and Satwinder Singh. "Research Design and Statistical Method." In Corporate Governance and Organisational Performance, 95–133. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6_4.
Full textConference papers on the topic "Organisational performance"
1
Fotso, G. Bakam, E. I. Edoun, and C. Mbohwa. "Business Enablers and Organisational Performance." In the 2018 International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3230348.3230378.
Full text
2
BOUTLER, LOUISE. "ORGANISATIONAL EXCELLENCE STRATEGIES AND KEY PERFORMANCE RESULTS." In Quality Management: A New Era - The First International Conference on Quality Management and Six Sigma. WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701930_0003.
Full text
3
Korsakienė, Renata, Rūta Juodeikė, and Monika Bužavaitė. "Factors Impacting and Restricting Success of Organisational Changes." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.096.
Full textAbstract:
Social, economic and technological changes constantly change business landscape and raise an array of challenges to organisations. Organizations have to adapt to the environmental changes and maintain competitiveness and flexibility. Thus, changes aim to transform current state of organisations, to increase productivity and competitive advantage in the market. On the other hand, a number of investigations confirm that majority of organisational changes fail and do not produce an expected performance. Scientific literature suggests various management methods and links these methods to the desirable outcomes. Considering the fact that organisations are unique systems, some change management models do not capture such aspects as exceptional experience, culture, intuition of managers, etc. These issues lead to the restricted application of majority of models or methods. The opinions of scholars about definition and measurement of success diverge. The paper aims to investigate the factors impacting and restricting organisational changes. Particular emphasis is put on the success as the desirable outcome of all initiatives. The investigation is based on analysis and synthesis of scientific literature. A case of service providing company is presented. The paper integrates the main researches in the field and provides insights and recommendations into future investigations.
4
Sharp, J. V., J. E. Strutt, J. Busby, and E. Terry. "Measurement of Organisational Maturity in Designing Safe Offshore Installations." In ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28421.
Full textAbstract:
The measurement of health and safety performance is an important requirement but most performance metrics are lagging indicators, measuring lost time incidents, dangerous occurrences etc. The challenge is to develop metrics that can be applied at the design stage. It is widely recognised that most accidents are influenced by the design stage, and many can be directly attributable to deficiencies in design. This paper is concerned with a design capability maturity model’, which is complementary to the design safety performance indicator model developed to apply to the design process itself. It has been developed to measure the capability of an organisation to design a safe installation, and is based on five maturity levels, ranging from level 1 (initial or learner approach) to optimised or best practice at level 5. This maturity model was originally developed for the software industry and has now been applied to offshore safety. A similar maturity model for quality assurance is now incorporated in the latest version of ISO 9004. Eleven characteristics associated with safety have been identified, in three main groups representing formal safety demonstration, safety implementation and longer term investment in safety. A maturity level is assigned to each of these characteristics and the profile produced reflects the organisation’s overall maturity in design for safety. An important aspect of the model is that it enables an organisation to establish its current level of maturity for each of the characteristics and to identify what steps are necessary to enable the organisation to progress to a higher level. The model can be used as a self assessment tool or applied through an external independent body to the different organisations involved in design (contractor’s design team, duty holder’s team etc).
5
Sethibe, T., and Renier Steyn. "The relationship between leadership style, organisational climate, innovation and organisational performance: An investigation into research methodology used." In Proceedings of the International Conference on Business and Management Dynamics 2016: Sustainable economies in the information economy. AOSIS, 2016. http://dx.doi.org/10.4102/aosis.2016.icbmd10.03.
Full text
6
"The Impact of Triadic Strategic Alignment on Organisational Performance." In International Conference on Engineering Technologies and Big Data Analytics. International Institute of Engineers, 2016. http://dx.doi.org/10.15242/iie.e0116005.
Full text
7
Martos, Manuel C. Vallejo, José M. Antequera Solís, and M. Carmen Ruiz Jiménez. "Are Family Firms More Harmonious Organisations?: An Analysis of the Effects of Organisational Harmony on Their Performance." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.09.
Full text
8
Narawita, U. N., and L. D. C. S. Layangani. "How the performance measurement of supply chain contributes in achieving organisational objectives of Sri Lankan apparel organisations." In 2015 Moratuwa Engineering Research Conference (MERCon). IEEE, 2015. http://dx.doi.org/10.1109/mercon.2015.7112322.
Full text
9
Abror and Raphael K. Akamavi. "Psychological safety and organisational performance in Indonesian companies: Preliminary findings." In 2015 Asian Congress of Applied Psychology (ACAP 2015). WORLD SCIENTIFIC, 2015. http://dx.doi.org/10.1142/9789814723398_0002.
Full text
10
"Quantitative Measures of CRE and Its Link with Organisational Performance." In 14th Annual European Real Estate Society Conference: ERES Conference 2007. ERES, 2007. http://dx.doi.org/10.15396/eres2007_359.
Full textReports on the topic "Organisational performance"
1
Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.
Full textAbstract:
We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
2
Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.
Full textAbstract:
We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
3
Schrader, Ted, Melike Hemmami, Jana Dietershagen, and Judith Ann Francis. Optimising the Performance of Producers and their Organisations (OPPO) for farme rinclusive agro-economic development : With experiences and examples from the Pacific. Guide. Wageningen: Wageningen Centre for Development Innovation, 2020. http://dx.doi.org/10.18174/530314.
Full text
4
Hwa, Yue-Yi, and Lant Pritchett. Teacher Careers in Education Systems That Are Coherent for Learning: Choose and Curate Toward Commitment to Capable and Committed Teachers (5Cs). Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-misc_2021/02.
Full textAbstract:
How can education authorities and organisations develop empowered, highly respected, strongly performance-normed, contextually embedded teaching professionals who cultivate student learning? This challenge is particularly acute in many low- and middle-income education systems that have successfully expanded school enrolment but struggle to help children master even the basics of reading, writing, and arithmetic. In this primer, we synthesise research from a wide range of academic disciplines and country contexts, and we propose a set of principles for guiding the journey toward an empowered, effective teaching profession. We call these principles the 5Cs: choose and curate toward commitment to capable and committed teachers. These principles are rooted in the fact that teachers and their career structures are embedded in multi-level, multi-component systems that interact in complex ways. We also outline five premises for practice, each highlighting an area in which education authorities and organisations can change the typical status quo approach in order to apply the 5Cs and realise the vision of empowered teaching profession.
5
Lee, Minsoo, Joon-Kyung Kim, Myung Ho Park, Longyun Peng, Tetsuji Okazaki, and Susumu Ishii. Developing Modernization Indicators for the People’s Republic of China: Key Considerations and a Proposed Framework. Asian Development Bank, December 2020. http://dx.doi.org/10.22617/wps200417-2.
Full textAbstract:
The People’s Republic of China (PRC) is in the process of modernization, which it expects to achieve by 2035. This requires a national indicator to gauge the progress and level of the country’s modernization drive. This working paper provides an indicator that assesses the progress in the PRC’s modernization journey, and applies this modernization indicator—structured on thematic categories, subcategories, and intersection—to the PRC’s performance, which is then compared with countries of the Organisation for Economic Co-operation and Development and the G20. The paper also examines four major policy implications of this modernization for the PRC, which will be more durable and successful if coupled with effective division of labor and synergy with stakeholders.
6
Hicks, Jacqueline. Drivers of Compliance with International Human Rights Treaties. Institute of Development Studies (IDS), August 2021. http://dx.doi.org/10.19088/k4d.2021.130.
Full textAbstract:
Are international human rights treaties associated with better rights performance? The appetite for a conclusive answer has driven a number of large scale quantitative studies that have broadly shown little or no effect, and sometimes even a backsliding. However, the headline conclusions belie much more complicated findings, and the research methods used are controversial. These issues undermine confidence in the findings. Comparative and individual case studies allow for more detailed information about how domestic human rights activists use international human rights laws in practice. They tend to be more positive about the effect of treaties, but they are not as systematic as the quantitative work. Some indirect measures of treaty effect show that the norms contained within them filter down into domestic constitutions, and that the process of human rights reporting at the UN may be useful if dialogue can be considered an a priori good. It is likely that states are driven to comply with human rights obligations through a combination of dynamic influences. Drivers of compliance with international law is a major, unresolved question in the research that is heavily influenced by the worldview of researchers. The two strongest findings are: Domestic context drives compliance. In particular: (1) The strength of domestic non-governmental organisations (NGOs), and links with international NGOs (INGOs), and (2) in partial and transitioning democracies where locals have a reason to use the treaties as tools to press their claims. External enforcement may help drive compliance when: (1) other states link human rights obligations in the treaties to preferential trade agreements, and (2) INGOs ‘name and shame’ human rights violations, possibly reducing inward investment flows from companies worried about their reputation. Scholars also identify intermediate effects of continued dialogue and norm socialisation from the UN’s human rights reporting processes. Interviews with diplomats involved in UN reporting say that the process is more effective when NGOs and individual governments are involved.
7
Bano, Masooda. International Push for SBMCs and the Problem of Isomorphic Mimicry: Evidence from Nigeria. Research on Improving Systems of Education (RISE), July 2022. http://dx.doi.org/10.35489/bsg-rise-wp_2022/102.
Full textAbstract:
Establishing School-Based Management Committees (SBMCs) is one of the most widely adopted and widely studied interventions aimed at addressing the learning crisis faced in many developing countries: giving parents and communities a certain degree of control over aspects of school management is assumed to increase school accountability and contribute to improvements in learning. Examining the case of Nigeria, which in 2005 adopted a national policy to establish SBMCs in state schools, this paper reviews the evidence available on SBMCs’ ability to mobilise communities, and the potential for this increased community participation to translate into improved learning. The paper shows that while local community participation can help improve school performance, the donor and state supported SBMCs struggle to stay active and have positive impact on school performance. Yet for ministries of education in many developing countries establishing SBMCs remains a priority intervention among the many initiatives aimed at improving education quality. The paper thus asks what makes the establishment of SBMCs a priority intervention for the Nigerian government. By presenting an analysis of the SBMC-related policy documents in Nigeria, the paper demonstrates that an intervention aimed at involving local communities and developing bottom-up approaches to identifying and designing education policies is itself entirely a product of top-down policy making, envisioned, developed, and funded almost entirely by the international development community. The entire process is reflective of isomorphic mimicry—a process whereby organisations attempt to mimic good behaviour to gain legitimacy, instead of fixing real challenges. Adopting the policy to establish SBMCs, which is heavily promoted by the international development community and does not require actual reform of the underlying political-economy challenges hindering investment in education, enables education ministries to mimic commitment to education reforms and attain the endorsement of the international community without addressing the real challenges. Like all cases of isomorphic mimicry, such policy adoption and implementation has costs: national ministries, as well as state- and district-level education authorities, end up devoting time, resources, and energy to planning, designing, and implementing an intervention for which neither the need nor the evidence of success is established. Additionally, such top-down measures prevent state agencies from identifying local opportunities for delivering the same goals more effectively and perhaps at a lower cost. The paper illustrates this with the case of the state of Kano: there is a rich indigenous culture of supporting community schools, yet, rather than learning why local communities support certain kinds of school but not state schools, and trying to replicate the lessons in state schools, the SBMC model introduced is designed by development agencies at the national level and is administratively complicated and resource-intensive. The opportunity for local learning has not been realised; instead, both the agenda and the implementation framework have been entirely shaped by international aid agencies. The paper thus demonstrates how apparently positive policy interventions resulting from pressure exerted by the international community could be having unintended consequences, given the national-level political-economy dynamics.
8
McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
Full textAbstract:
Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
9
Equality Works: The Global Health 50/50 Report 2019. Global Health 50/50, March 2019. http://dx.doi.org/10.56649/lvpj2240.
Full textAbstract:
The Global Health 50/50 2019 report focuses on gender equality in the workplace, reviewing policies, programmes, and indicators of power and privilege across 198 organisations. The 2019 Report provides an in-depth look at gender equality within the workplace across four dimensions: commitment, evidence-informed policy content, equitable outcomes in power and pay, and gender-responsive programming. By focusing its 2019 Report on gender in the workplace, Global Health 50/50 (GH5050) seeks to equip organisations and individuals with the data and tools to review and strengthen their own policies by providing a snapshot of organisational performance and contributing to a community of best practice. Global Health 50/50 believes that more feminist, diverse and inclusive leadership is imperative for achieving policies and programmes that realise the health, rights and equality of career opportunities for everyone. By sharing these findings, we hope to contribute to a more gender-equal global health sector that works for everyone.
10
Boards for all? A review of power, policy and people on the boards of organisations active in global health. Global Health 50/50, March 2022. http://dx.doi.org/10.56649/ucet6863.
Full textAbstract:
The fifth annual Global Health 50/50 report, Boards for all?, presents our first-ever analysis of the gender and geography of who governs global health. Through an examination of the demographics of over 2,000 board members of the most influential organisations active in global health, the report warns that global health is not living up to its name. The report further presents its annual review of the equality- and gender-related policies and practices of 200 global organisations. Building on five years of evidence, it finds signs of rapid progress in building more equitable and gender-responsive global health organisations, while also revealing stagnating progress among a large subset of global health organisations. For the first time, the Index categorises all organisations by performance and presents dedicated pages for each organisation to explore and compare findings. Boards for all? is a call to realise a globally representative and equitable global health governance that can deliver health for all. "Ensuring the leadership and influence of people from low- and middle-income countries, and especially women, is not only a question of equity - however essential - but of the very relevance, effectiveness and impact of the global health enterprise." Elhadj As Sy, Chair of the Kofi Annan Foundation