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Journal articles on the topic 'Organizational effectivess'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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1

Mishra, Anjay Kumar. "Effectiveness of Organization through Effective Human Resource Planning and Leading." Journal of Advanced Research in HR & Organizational Management 06, no. 3&4 (December 10, 2019): 1–2. http://dx.doi.org/10.24321/2454.3268.201902.

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Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10

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Jose, Joby, and Dr N. Panchanatham Dr. N. Panchanatham. "Influence of Job Satisfaction and Organizational Commitment on Job Involvement towards Organizational Effectiveness." Indian Journal of Applied Research 4, no. 1 (October 1, 2011): 280–82. http://dx.doi.org/10.15373/2249555x/jan2014/81.

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Seo, Inseok, and Wonhee Jung. "Testing the effectiveness of competitive value model organizational culture factors on organizational performance." Korean Public Administration Review 55, no. 1 (March 25, 2021): 121–60. http://dx.doi.org/10.18333/kpar.55.1.121.

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Gochhayat, Jyotiranjan, Vijai N. Giri, and Damodar Suar. "Influence of Organizational Culture on Organizational Effectiveness: The Mediating Role of Organizational Communication." Global Business Review 18, no. 3 (April 4, 2017): 691–702. http://dx.doi.org/10.1177/0972150917692185.

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Cultures have been found to predict the organizational effectiveness (OE). This article explores how a strong or weak organizational culture (OCL), irrespective of its taxonomy, affects OE in Indian technical education. It also examines the mediating role of organizational communication (OCM). Data were collected from 167 heads of engineering and management schools on OCL and OE and 334 of their subordinates on OCM through a questionnaire survey. Results indicate that organizations with a strong and deep-rooted culture perform more effectively than organizations with a weak culture. The effect of OCL passes to institutional effectiveness through OCM. Hence, higher educational institutions need to focus on strengthening OCL and OCM in order to improve their effectiveness.

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Sukatin, Sukatin. "Budaya Organisasi STAI YASNI Kabupaten Muaro Bungo Provinsi Jambi." Idarah (Jurnal Pendidikan dan Kependidikan) 2, no. 2 (December 10, 2018): 55–73. http://dx.doi.org/10.47766/idarah.v2i2.273.

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To achieve the goals of education effectively and efficiently, a pattern of management of the organization's culture is needed The development of organizational culture theory has been very varied and innovative. By knowing the development of the implementation of organizational culture at STAI YASNI, it is expected to present a solution in building a professional culture in educational institutions. The study was conducted at STAI YASNI using a qualitative design with a phenomenology approach. The focus of the study consists of (1) the formation of values, beliefs, and habits within the organization; (2) the form of organizational culture interpreted by members of the organization; (3) organizational culture, climate, and organizational effectiveness; and (4) factors that become obstacles to cultural implementation. The results of the study show that the organizational culture formed through situational leadership is (1) able to improve the community's organizational capacity; (2) organizational culture can improve organizational performance; (3) the innovative culture that is formed covers the fields of academics, human resource development and technology improvement.

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Rao, M. S. "Embrace change effectively to achieve organizational excellence and effectiveness." Industrial and Commercial Training 47, no. 3 (April 7, 2015): 145–50. http://dx.doi.org/10.1108/ict-10-2014-0065.

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Purpose – The purpose of this paper is to embrace change effectively to achieve organizational development. Design/methodology/approach – The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively. Findings – It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies. Practical implications – The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization. Social implications – The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively. Originality/value – It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.

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ÖZGENEL, Mustafa. "An Organizational Factor Predicting School Effectiveness: School Climate." International Journal of Psychology and Educational Studies 7, no. 1 (January 30, 2020): 38–50. http://dx.doi.org/10.17220/ijpes.2020.01.004.

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Hayunintyas, Ruri Fitria, Ben Roy Do, Achmad Sudiro, and Dodi Wirawan Irawanto. "Organizational Justice and Effective Organizational Commitment mediated by Organizational Trust and Perceived Organizational Support: Study at the largest Poultry Industry Company in Indonesia." Asia Pacific Management and Business Application 6, no. 3 (April 30, 2018): 175–96. http://dx.doi.org/10.21776/ub.apmba.2018.006.03.4.

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M. Taylor, Colette, Casey J. Cornelius, and Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.

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Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

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Klein, Andrew S., Joseph Wallis, and Robert A. Cooke. "The impact of leadership styles on organizational culture and firm effectiveness: An empirical study." Journal of Management & Organization 19, no. 3 (May 2013): 241–54. http://dx.doi.org/10.1017/jmo.2013.34.

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AbstractThis research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.

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Nuriddinovna, Qosimova Shakhnoza. "Learning Business Game As An Effective Form Of Organization Of The Process Of Advancing The Process Of Leaders Of Preschool Educational Organizations." American Journal of Social Science and Education Innovations 03, no. 04 (April 30, 2021): 595–99. http://dx.doi.org/10.37547/tajssei/volume03issue04-97.

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Stroińska, Ewa, and Justyna Trippner-Hrabi. "Organizational culture in shaping organizational effectiveness." Studia i Prace WNEiZ 44 (2016): 209–18. http://dx.doi.org/10.18276/sip.2016.44/3-17.

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Cullen, Rowena, and Philip Calvert. "New Zealand University libraries effectivenss project: Dimensions and concepts of organizational effectiveness." Library & Information Science Research 18, no. 2 (March 1996): 99–119. http://dx.doi.org/10.1016/s0740-8188(96)90014-6.

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Liket, Kellie C., and Karen Maas. "Nonprofit Organizational Effectiveness." Nonprofit and Voluntary Sector Quarterly 44, no. 2 (November 13, 2013): 268–96. http://dx.doi.org/10.1177/0899764013510064.

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Au, Chor-fai. "Rethinking Organizational Effectiveness:." Administration in Social Work 20, no. 4 (October 26, 1996): 1–21. http://dx.doi.org/10.1300/j147v20n04_01.

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Mehdibeigi, Najme, Masoud Dehghani, and Nour mohammad Yaghoubi. "Customer Knowledge Management and Organization's Effectiveness: Explaining the Mediator Role of Organizational Agility." Procedia - Social and Behavioral Sciences 230 (September 2016): 94–103. http://dx.doi.org/10.1016/j.sbspro.2016.09.012.

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KAWECKI, Kamil. "Organizational renewal or innovation? new possibilities in increasing family business effectiveness." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 130 (2018): 301–14. http://dx.doi.org/10.29119/1641-3466.2018.130.27.

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Nkasirim, Okwurume Clarance, and B. Chima Onuoha. "Outsourcing Strategies and Organizational Effectiveness of Oil Companies in Rivers State." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 5 (2018): 14–22. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.45.1002.

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Tunowski, Remigiusz. "Organization Effectiveness and Business Intelligence Systems. Literature Review." Management and Business Administration. Central Europe 23, no. 4 (December 15, 2015): 55–73. http://dx.doi.org/10.7206/mba.ce.2084-3356.157.

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Mwai, Grace Mirigo, Juliana Mulaa Namada, and Paul Katuse. "Influence of Organizational Resources on Organizational Effectiveness." American Journal of Industrial and Business Management 08, no. 06 (2018): 1634–56. http://dx.doi.org/10.4236/ajibm.2018.86109.

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Zainal, Haznil. "THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 79–89. http://dx.doi.org/10.31846/jae.v7i1.198.

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The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia. Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust

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장연진. "A study on women's welfare organization's network -Focusing on network centrality and organizational effectiveness-." Korean Journal of Social Welfare Studies 41, no. 4 (December 2010): 313–43. http://dx.doi.org/10.16999/kasws.2010.41.4.313.

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Eraslan, Ilkay, and Erkut Altindag. "The effects of organizational ambidexterity and justice on organizational learning." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 1 (February 11, 2021): 1–14. http://dx.doi.org/10.20525/ijrbs.v10i1.962.

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This study examines the relationship between organizational justice and organizational ambidexterity with organizational learning. This paper also evaluates the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. 645 family firms operating in Istanbul have been analyzed with Structural Equation Model. Findings demonstrate that organization's ambidexterity ability and the concept of justice in the organization had an indirect and positive effect on the perception of organizational support. This study also highlights that companies using their generic knowledge and skills increase the effectiveness of their innovation activities. The exploratory and development capabilities of a company make a significant contribution to the personal development of the employees in the company.

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Madhoushi, Mehrdad, and Azam Sazvar. "The effects of chaos edge management on intentional organizational forgetting with emphasis on quantum learning (case study: information technology-based organizations)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 356–63. http://dx.doi.org/10.21511/ppm.14(3-si).2016.08.

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Unlike learning process, the critical phenomenon of organizational forgetting is not entirely understood. There are two categories of forgetting: accidental forgetting (not-preferred) and intentional forgetting (preferred). Therefore, all the variables that influence intentional forgetting can be important for organizational learning. One of them, which have been neglected thus far, is the edge of chaos in quantum learning. It is the point that a balance is achieved between stability and chaos. Organizational innovation, learning, and creativity all reach a proper level at this point. Along with emphasizing on these variables and surveying an IT-based organization, the present study is an attempt to discover the causal relationships between the variables. Based on the data from 289 filled out questionnaires, of which reliability and validity have been confirmed, structural equations model was developed in AMOS. The results showed that the all path coefficients were significant. In addition, comparison of goodness of fit indices and the standard range showed that all indices were acceptable and the main hypothesis regarding effectiveness of quantum learning on organizational forgetting was supported. The effect of quantum learning on organizational forgetting in non-standard and standard conditions was 0.51 and 0.28, respectively. Keywords: quantum learning, edge of chaos management, intentional organizational forgetting. JEL Classification: D83, D23

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Yazici, Hulya Julie. "The Role of Project Management Maturity and Organizational Culture in Perceived Performance." Project Management Journal 40, no. 3 (September 2009): 14–33. http://dx.doi.org/10.1002/pmj.20121.

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This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations.

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Islam, M. Zahidul, Thuraya Farhana Said, Wardah Azimah Sumardi, and Safayet Rahman. "Factors Affecting Organizational Effectiveness." International Journal of Asian Business and Information Management 11, no. 2 (April 2020): 15–27. http://dx.doi.org/10.4018/ijabim.2020040102.

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This study aims to propose a conceptual framework of organizational effectiveness for Brunei's public sector. This study proposed knowledge sharing as a potential mediator for the relationship between organizational factors (organizational climate, structure and leadership) and organizational effectiveness. This study also proposed ICT as a potential moderator for the relationship between organizational factors and knowledge sharing. This study will help public sector managers to understand organizational effectiveness from a different perspective. Propositions of knowledge sharing as a potential mediator and ICT support as a potential moderator will provide public sector managers with guidance to ensure sustainable organizational effectiveness.

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Brookfield, David. "Risk and organizational effectiveness." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 110–23. http://dx.doi.org/10.1108/joepp-01-2018-0005.

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PurposeThe purpose of this paper is to explore how risk management is supported by and interacts with process or transactions “technologies” to inform and influence organizational behavior as it changes in the face of risk. Accounting systems represent a collection of processes that are designed to support broader organizational or firm activities. As such, they represent information processes that help inform finance management and control, strategy, and risk management.Design/methodology/approachThe paper synthesizes work relating to transaction cost economics that describes the nature of the organization and indicate how this perspective may be developed to incorporate the dynamic forces that change an organization’s approach to risk. From a practical perspective, the value, relevance and limitations of accounting information may be more clearly determined.FindingsThe information perspective of accounting helps practitioners understand and decide how activities within their organization have impact and are related with one another. In this sense, accounting is not merely a book keeping system, nor a payments process, nor merely a narrow functional device that seeks to minimize tax liabilities, for example. Instead, accounting-based information conveys the importance of context and of viewing the organization as a whole as an open system within the organization that both transmits and receives information, including accounting information, and then adapts and co-evolves with whole-organizational forces to shape how the firm responds to environmental factors, such as risk.Practical implicationsThe paper raises challenges to the conceptualization and compartmentalization of risk as typified in risk management frameworks such as COSO and provides direction and focus to identify how accounting systems can contribute to risk management.Originality/valueThe paper offers a perspective that allows us to synthesize our understanding of how management can seek to manage risk by seeing risk as part of a broader range of “transactions technologies” with which a firm engages. It identifies how accounting technologies interact with risk in shaping organizational or whole firm, architecture as an adaptation that mitigates or embraces risk.

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Byington, Diane B., Patricia Yancey Martin, Diana M. DiNitto, and M. Sharon Maxwell. "Organizational Affiliation and Effectiveness:." Administration in Social Work 15, no. 3 (August 8, 1991): 83–103. http://dx.doi.org/10.1300/j147v15n03_06.

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Seddon, Peter B., Valerie Graeser, and Leslie P. Willcocks. "Measuring organizational IS effectiveness." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 33, no. 2 (June 2002): 11–28. http://dx.doi.org/10.1145/513264.513270.

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Mohan, Addanki Murali, and Dr Koneru Kalpana. "Organizational Effectiveness through HRD." Alinteri Journal of Agriculture Sciences 36, no. 2 (July 15, 2021): 144–46. http://dx.doi.org/10.47059/alinteri/v36i2/ajas21127.

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Organizations face challenges while they live in a dynamic and competitive environment because of day to day competition. The effectiveness of a business constitutes its ability to perform a function with optimal levels of input and output. Improving organizational effectiveness is a sober concern for any organization as a matter of existence. This has to be achieved through implementation of important organizational effectiveness elements or factors. Enhancing organizational effectiveness is the key for success of business and consequently employees are expected to increase the efficiency of their work environment. Fundamentally, this paper offers a framework for improving organizational effectiveness. The findings revealed that essential elements are to be identified right from the employment and deployment of employees along with related aspects viz: physical resources, money, community development, legal aspects and also survival in the competitive business which has shown significant effect on Organizational Effectiveness.

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Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (November 1, 2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform

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Govender, Patsy, and Sanjana Brijball Parumasur. "Organizational diagnosis, the stepping stone to organizational effectiveness." Corporate Board role duties and composition 12, no. 2 (2016): 65–76. http://dx.doi.org/10.22495/cbv12i2c1art1.

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Organizational survival, success and effectiveness depend on the ability of the organization to adapt to continuous challenges, competition and change. However, improving and changing organizations demand properly understanding and diagnosing them. So, where does diagnosis start and how can we measure effectiveness? Diagnosis starts with assessing key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance to identify gaps towards effectiveness. Effectiveness is evaluated in terms of the extent to which people have the right skills and competencies and are trained and strategically managed to enhance profitability (finance), the organization’s marketing strategy, operations/service and, measurement of the corporate/business development and growth achieved as a result of planned efforts to ensure organizational viability, stability and maturity. This study uses an integrated system evaluation process to diagnose the extent to which key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance impact on organizational effectiveness respectively. The population for the study comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. In this quantitative, cross-sectional study data was collected using questionnaires and analyzed using both descriptive and inferential statistics. The results reflect that the diagnostic variables impact on organizational effectiveness in varying degrees. The important diagnostic dimensions and areas for improvement are identified and suggestions for corrective action are presented in order to enhance overall organizational effectiveness.

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Walz, Sandra M., and Brian P. Niehoff. "Organizational Citizenship Behaviors: Their Relationship to Organizational Effectiveness." Journal of Hospitality & Tourism Research 24, no. 3 (August 2000): 301–19. http://dx.doi.org/10.1177/109634800002400301.

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Solnet, David, Mahesh Subramony, Maria Golubovskaya, Hannah Snyder, Whitney Gray, Olga Liberman, and Rohit Verma. "Employee wellness on the frontline: an interactional psychology perspective." Journal of Service Management 31, no. 5 (May 6, 2020): 939–52. http://dx.doi.org/10.1108/josm-12-2019-0377.

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PurposeEmployee wellness is vital to creating high-quality employee–customer interactions, yet frontline service workers (FLSWs) do not typically engage in, or benefit from, wellness initiatives. This paper aims to conceptually model the interactive influences of organizational and employee factors in influencing FLSW involvement in wellness programs and provides suggestions on how service organizations can enhance wellness behaviors and outcomes.Design/methodology/approachThis paper builds upon classical and contemporary management theories to identify important gaps in knowledge about how employees and firms engage with wellness. Interactive psychology, emphasizing multidirectional interaction between person (employee) and situation (organization) wellness orientation, is introduced.FindingsThe paper develops a model that can be used to assess organizational wellness program effectiveness by emphasizing the interaction of employee and organizational wellness orientation. The model illustrates that wellness effectiveness relies equally on employee agency through an active wellness orientation matched with the organizational wellness orientation.Originality/valueThis paper questions the dominant approaches to assessing the effectiveness of workplace wellness initiatives, arguing for a more humanistic and agentic perspective rather than traditional organizationally centered fiscal measures.

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Fitria, Fitria. "Pengaruh Komunikasi dan Kemampuan Kerja terhadap Kinerja Pegawai." Journal of Economic, Bussines and Accounting (COSTING) 2, no. 1 (December 27, 2018): 125–37. http://dx.doi.org/10.31539/costing.v2i1.460.

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Organizational Performance is as a whole organizational effectiveness to meet the determined needs of each group that is related to systemic efforts and to increase the organization's ability to continuously achieve their needs effectively. This research was conducted to determine the Effect of Communication and Work Ability on Employee Performance at the Office of Food Crops, Plantations and Forestry, Lubuklinggau City. In this study used a three item variable questionnaire method, namely communication questionnaire (X1), work ability (X2) and employee performance variable (Y). The population and samples used in this study were 73 official employees of food crops, plantations and forestry in the city of Lubuklinggau. The data analysis technique used is the Analysis of Multiple Linear Regression. The results showed that there was a significant effect between communication and work ability on employee performance at the Lubuklinggau City Food, Plantation and Forestry Service Office. Furthermore communication (X1), and work ability (X2) contributes an influence of 64.9% on employee performance (Y). While the remaining 35.1% is influenced by other variables. Keywords: Communication, Work Ability and Performance

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Pattipawae, Dezonda R. "PENERAPAN NILAI – NILAI DASAR BUDAYA KERJA DAN PRINSIP-PRINSIP ORGANISASI BUDAYA KERJA PEMERINTAH DENGAN BAIK DAN BENAR." SASI 17, no. 3 (September 30, 2011): 31. http://dx.doi.org/10.47268/sasi.v17i3.363.

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Organisational culture is important when faced with efforts to improve organizational performance and employees therein. Many people do not realize that a work keberhsilan rooted in those values originated from the customs, habits, religious and other rules into confidence and then became a habit in people's behavior in carrying out the work. The values that have become a habit is called culture. Because culture is associated with higher levels of quality work, then called the culture of work culture, both inside and outside the organization. In connection with the professional values espoused, the employee should be adaptive to changes in the value of organizational culture. Attitudes toward the organization's culture becomes more meaningful in accelerating or slowing down of this adaptive ability. If employees have individual values that conflict with organizational culture, this suggests a low level of effectiveness, and vice versa. In this case there should be clear how the fact that employee attitudes towards the prevailing organizational culture. If an employee shows a good attitude towards the organization's culture, it is expected to easily form an organization of social behavior.

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MACKENZIE, SCOTT B., PHILIP M. PODSAKOFF, and NATHAN P. PODSAKOFF. "CHALLENGE-ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIORS AND ORGANIZATIONAL EFFECTIVENESS: DO CHALLENGE-ORIENTED BEHAVIORS REALLY HAVE AN IMPACT ON THE ORGANIZATION'S BOTTOM LINE?" Personnel Psychology 64, no. 3 (August 22, 2011): 559–92. http://dx.doi.org/10.1111/j.1744-6570.2011.01219.x.

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Carter Haddock, Cynthia. "The Effectiveness of an Organizational Effectiveness Study." Contemporary Psychology: A Journal of Reviews 33, no. 4 (April 1988): 334–35. http://dx.doi.org/10.1037/025606.

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Altaf, Amal. "The Impact of Organizational Culture on Organizational Effectiveness: Implication of Hofstede Cultural Model as Organizational Effectiveness Model." International Journal of Interdisciplinary Social Sciences: Annual Review 6, no. 1 (2011): 161–74. http://dx.doi.org/10.18848/1833-1882/cgp/v06i01/51996.

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Galandere-Zīle, Imandra. "The effective management approach: integration of business, quality management and knowledge management processes." Scientific Journal of Riga Technical University. Computer Sciences 38, no. 38 (January 1, 2009): 131–41. http://dx.doi.org/10.2478/v10143-009-0011-0.

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The effective management approach: integration of business, quality management and knowledge management processesIn the nowadays' dynamic environment only those organizations can survive that are able quickly react to opportunities and threats from the environment and to produce innovation ideas and turn them into products and services at a quicker pace then the competition. Therefore organizations seek different ways how to get ahead competitors. As quality management and knowledge management have proved themselves as perspective fields author of the paper proposes the integrated approach of both areas in order organizations can gain the most possible benefit from applying them. This paper shows the deeper aspects of both of these fields from the point of view of the process approach. Here is discussed the interactions of quality management, knowledge management and business processes. An elaborated organizational business and quality management process chart shows how quality management processes support the organization's management by providing information about system effectiveness, process performance, customer satisfaction and requirements. This information can be successfully used as a basis for decision-making concerning the necessary improvements and organization future goals. An integrated organizational business, quality management and knowledge management process chart demonstrates how effective management of an organization's knowledge assets can help to improve the organization's tasks in the sense of organizational performance, effectiveness and innovations. This paper is a beginning of the research toward the development of knowledge management services for quality management.

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Rochman, Taufik Nur, Samian Samian, and Corina D. Riantoputra. "LEADER ENDORSEMENT: THE ROLE OF LEADER PROTOTYPICALITY, LEADER EFFECTIVENESS AND EMPLOYEE’S ORGANIZATIONAL IDENTIFICATION." Jurnal Psikologi 19, no. 2 (April 23, 2020): 108–21. http://dx.doi.org/10.14710/jp.19.2.108-121.

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Leadership occurs when the individuals claimed capable of leading, received endorsements from their subordinates. Without endorsements (i.e., subordinates’ willingness to support and be directed by the leader), no leader will be able to direct and influence their subordinates. Using the Social Identity Theory of leadership, this research aimed to investigate the factors influencing leader endorsement. Through an online survey with good internal consistency (i.e., coefficient reliability ranging from .7 to .9), this study was able to collect data from 186 private employees across Indonesia. The moderated multiple regression analysis showed 1) subordinates tend to endorse prototypical leaders; 2) organizational identification is positively related to leader endorsement; and 3) leader effectiveness weakens the positive relationship between leader prototypicality and leader endorsement. This study contributes to the social identity theory of leadership by demonstrating that low prototypical leaders may still get endorsed, as long as they are showing effective behavior. This new finding sheds light on what kind of leadership behaviors may win the endorsement from their subordinates.

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Gillani, Syed Hussain Mustafa, and Malkah Noor Kiani. "Organizational Learning Processes as predecessor of Organizational Effectiveness : Conditional Process Analysis." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 132–36. http://dx.doi.org/10.31580/apss.v2i3.344.

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Organizational learning processes are considered to be on of the vital predecures for creation of new products and services or bringing newness in existing ones (Khoshkhoo and Nadalipour, 2016). Operationalization of organizational learning has been one of the well dicussed area of many researchers but still operationalization of organizational leaning processes need attention of researchers (Argote, 2012). This research has enhanced the dimesnions of organizational learning processes by incorporating cogntive and behavioral changes as new dimensions. Telecome sctor of pakstan is one of the most competitive sector and learning is the only survival for them to be effective (PTA, 2017). therefore, this study has empricially checked the impact of organizational learning processess on organizational effectiveness in presence of moderator and mediatior in telecom sector of Pakistan as it is highlighted by researcher to explore the relationship in presence of mediator and modertor (Ugurlu and Kurt, 2016; Said, 2016). Results revealed that organizational learnig procesess with enhanced dimesions has sgnificant direct and indirect effect on organizational effectivness through mediation of organizational innovation and moderation of work attiude of employees among telecom sector of Pakistan.

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Mohammad Ghasemi, Gholamreza. "Examining the Relationship of Organizational Agility and Organizational Forgetting with Organizational Effectiveness." Journal of Service Science and Management 08, no. 03 (2015): 443–51. http://dx.doi.org/10.4236/jssm.2015.83045.

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Hajjawi, Omar. "The Effects of Organizational Culture on Business Management Performance in Palestine." American Journal of Business and Management 2, no. 2 (May 30, 2013): 114. http://dx.doi.org/10.11634/216796061706278.

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Organizational Culture is the set of shared values, beliefs and norms that influence the way employees think, feel and behave in the workplace. An organization's culture can have a pivotal impact on organizational management performance. This paper analyses the concept of organization's culture in manufacturing environment during the second Palestinian uprising (September 2000 – November 2004) against Israeli occupation. Israeli Defense Force (IDF) erected 648 check points that restrict Palestinians interlinks and the movement of their goods for security reasons. Palestinian economy was therefore in recession and businesses were feeling the pinch of reduced revenues. This empirical study draws upon a survey of 32 ISO 9000 certified manufacturing companies, which were asked to complete a questionnaire that focused on the means of encompassing aspects of organizational culture to guide employees' actions into emphasis on teamwork and sociality to foster loyalty and sense of tradition for business survival. This study has found that organizational clan (collaborate) culture type distinguishes the unique status of Palestinian organizations and in effect it places a premium on cohesion of teamwork participation and consensus. Clan culture has been effectively compatible with Palestinian organizational strategic objectives; it showed a strong source of motivation and behavioural control towards collective ends in economic crisis.

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L.H., Lien,, and Thuan, L.T. "A literature review on organizational culture and organizational effectiveness." Can Tho University Journal of Science 54(8) (2018): 24. http://dx.doi.org/10.22144/ctu.jen.2018.035.

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Je-Sang Kang and 정원희. "The Influence of Military Organizational Culture on Organizational Effectiveness." Korean Review of Organizational Studies 16, no. 3 (October 2019): 31–52. http://dx.doi.org/10.21484/kros.2019.16.3.31.

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Maloney, Krisellen, Kristin Antelman, Kenning Arlitsch, and John Butler. "Future Leaders’ Views on Organizational Culture." College & Research Libraries 71, no. 4 (July 1, 2010): 322–47. http://dx.doi.org/10.5860/crl-47.

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Research libraries will continue to be affected by rapid and transformative changes in information technology and the networked environment for the foreseeable future. The pace and direction of these changes will profoundly challenge libraries and their staffs to respond effectively. This paper presents the results of a survey that was designed to discern the perceptions and preferences of future library leaders related to organizational cultures in these times of precipitous change. The study finds that future leaders of academic libraries perceive a significant gap between their current and preferred organizational cultures and that current organizational cultures limit their effectiveness.

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Notanubun, Zainuddin. "Analisis Pengaruh Kinerja Pegawai Dan Efektivitas Kepemimpinan Terhadap Kinerja Organisasi Pada Dinas Pendidikan Provinsi Maluku." Jurnal Bimbingan dan Konseling Terapan 2, no. 2 (July 31, 2018): 226. http://dx.doi.org/10.30598/jbkt.v2i2.400.

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The purpose of this study was to determine the effect of employee performance and leadership effectiveness on organizational performance in the Maluku Province Education Office. The sample in the study involved 276 employees from the education office, as well as the Regional Office of the Ministry of Education and Culture collected through survey methods and analyzed using causal correlational techniques. The results indicate that there is a significant influence between employee performance and leadership effectiveness on organizational performance. This is because the success shown through employee performance and supported by the effectiveness of optimal leadership, so that organizational performance can be achieved successfully. Every employee at the Maluku Province Education Office can work collectively as a unified entity in carrying out the interests of the organization, so that the resources of employees through the performance shown can be organized effectively in achieving organizational goals.

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