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Добірка наукової літератури з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

Автор: Grafiati
Опубліковано: 16 листопада 2023

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Статті в журналах з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

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Albaloula Ali, Albadri. "The impact of decision makers’ alignment on organizational performance." International Journal of Academic Research 6, no. 1 (January 30, 2014): 357–67. http://dx.doi.org/10.7813/2075-4124.2014/6-1/b.48.

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Wahyuningsih, Endah Sri. "Organizational Commitment Impact On Performance: Research on Polsek Kotagede Polresta Yogyakarta Member." Psychological Research and Intervention 3, no. 1 (September 30, 2020): 13–23. http://dx.doi.org/10.21831/pri.v3i1.32020.

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This research purposed to examine the significance effect of organizational commitment on individual performance, especially national polce member. Polri's performance is determined by several factors, situations and has relationship between corps. Bad corps' performance will impact the performance of the other corps .For intensify performances, many things can be done. One of them is organizational commitment. Organizational commitment has a relationship in improving performance. The higher the organizational commitment, the higher the level of performance, and the lower the organizational commitment, the lower the level of performance. The Research subject are all of Kotagede Police Members Yogyakarta (59 people). Data collection method that researcher used is spread the scale which contains statements about organizational commitment variables, whereas for performance variables researcher use performance data of the National Police's members of the Kotagede District Police of Yogyakarta. For the data analysis method, researcher used simple analysis with help of SPSS 21 statistical program. The results of the study have a convincing influence between organizational support and organizational commitment simultaneously on the performance of Polri members. the effect of organizational commitment is stronger than organizational support for performance. So, the performance of the national police organization, are determined by organizational commitment and perceived organization's support, both simultaneously or partially.
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Aldasem, Fayez, Rosmini Omar, and Muhammad Saleem. "Impact of employees’ internal factors and job performance on organizational commitment in government organizations during COVID-19: Evidence from Kuwait." Problems and Perspectives in Management 20, no. 4 (October 5, 2022): 1–13. http://dx.doi.org/10.21511/ppm.20(4).2022.01.

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Modern hiring practices based on qualification, gender discrimination, person-job fit, and life satisfaction can allow employees to perform effectively and significantly contribute to organizational commitment. Thus, the study aims to develop and test a structural model that integrates the relationships between overqualification, life satisfaction, person-job fit, employees’ job performance, and organizational commitment during the COVID-19 pandemic in the public organizations of Kuwait. The person-job fit theory was applied to obtain fair results. Thus, the data were collected from 275 employees working in healthcare institutions, the education sector, and the Ministry of Defense in Kuwait. Overall, the results show a significant and direct impact of overqualification and life satisfaction on employees’ job performance; accordingly, employees’ job performance also affects organizational commitment. Thus, results indicate that person-job fit negatively affects employees’ job performance. Surprisingly, employees’ job performance mediates the relationship between overqualification, life satisfaction, and organizational commitment. However, employees’ job performance does not mediate the relationship between person-job fit and organizational commitment. The current paper contributes to understanding the broad impact of overqualification, life satisfaction, and employees’ job performance on organizational commitment during the COVID-19 pandemic, mainly in public organizations.
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4

SUMAJA, MANNAVA. "Impact of Organizational Culture with Decentralization of Authority on Employee Performance." Journal of Research on the Lepidoptera 51, no. 2 (April 20, 2020): 270–76. http://dx.doi.org/10.36872/lepi/v51i2/301095.

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SUMAJA, MANNAVA. "Impact of Organizational Culture with Decentralization of Authority on Employee Performance." Journal of Research on the Lepidoptera 51, no. 2 (May 15, 2020): 417–23. http://dx.doi.org/10.36872/lepi/v51i2/301108.

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Yadav, Preksha. "Improving Organizational Sustainable Performance of Organizations Through Green Training." International Journal of Social Ecology and Sustainable Development 14, no. 1 (April 7, 2023): 1–11. http://dx.doi.org/10.4018/ijsesd.321166.

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It is necessary to equip employees with green abilities as well as to develop their dedication towards green behaviour, in order to improve an organization's environmental performance. The purpose of this research is to evaluate the direct impact of green training on organizational environmental performance (OEP) and the mediating effect of organizational citizenship behaviour on the environment (OCBE). The study is based on responses from 107 employees of the IT sector in India. The findings suggest that green training has a significant positive impact on the organizational environmental performance, and that the impact is strengthened by organizational citizenship behaviour towards the environment. The findings are of particular importance given the growing importance of sustainability in the organizational context.
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Sreen, Naman, and Harsh Somalia. "IMPACT OF ORGANIZATIONAL STRUCTURE ON ORGANIZATIONAL PERFORMANCE: AN INDIAN PERSPECTIVE." Journal of International Management Studies 17, no. 1 (June 1, 2017): 65–74. http://dx.doi.org/10.18374/jims-17-1.7.

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Saad M, Al Shahrani, and Tu Zhengge. "The Impact of Organizational Factors on Financial Performance: Building a Theoretical Model." International Journal of Management Science and Business Administration 2, no. 7 (2015): 51–57. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.27.1005.

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The paper is purposively designed to study the linkages between organizational factors, including liquidity, leverage, asset utilization, market share position and firm size on financial performance in service firms. In assessing the linkages, the study recruits return on assets (ROA) and return on equity (ROE) as dependent variables to assess financial performance derived from the existence of the stated organizational factors. The aspect of financial performance in service firms is an important one as it reflects the effectiveness of the management. Additionally, the growth of productivity in service firms is traditionally low compared to the manufacturing firms; hence, the organization of factors in manufacturing firms has been quite documented in the literature to be linked with financial performance. This provokes the question of whether management practices and organizational factors that have enhanced financial performance in manufacturing firms can also be accounted for the service firms. The financial performance of the company is essential to measure management as the individuals and groups within the organization that contributes towards the financial objectives of the company. The proposed research framework can be of practical value for the firms. Managers can benefit from the outcomes of the paper by having a clear picture of organizational factors and conducting necessary research in order to find out the true nature of these factors.
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Mazhar, Rabia, Muhammad Adnan Sarwar, Muhammad Yousaf Malik, Muhammad Nazam, and Saman Mazhar. "Impact of High Performance Work Systems on Organizational Performance." International Journal of Asian Business and Information Management 11, no. 4 (October 2020): 16–28. http://dx.doi.org/10.4018/ijabim.2020100102.

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Today's business organizations require increased effectiveness and competitive advantage that can be achieved through High Performance Work Systems (HPWS). This study is proved the same effect in commercial banking sector of Pakistan through a quantitative research design using random sampling technique. A valid and reliable questionnaire tool was used to analyse the data through various statistical techniques. Employees' attitude concerning organizational performance influenced via various practiced HPWS measured in organizational commitment, job satisfaction, and employee turnover intention. The study revealed that reward system and selective staff are not aligned to employee attitude. Overall the study depicts that conventional banks are incapable to adopt HPWS practices in adequate, satisfactory, worthwhile, dynamic, and advantageous way. Additionally, short courses on career planning and development could spur colossal organizational growth among conventional banks in Faisalabad, Pakistan.
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Agwu, Edwin M. "Impact of Stakeholders' Analysis on Organizational Performance." International Journal of Strategic Decision Sciences 10, no. 4 (October 2019): 64–80. http://dx.doi.org/10.4018/ijsds.2019100104.

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Businesses have grown to the realization that no individual sector can make a significant, sustainable difference alone. Also, several studies have indicated the extensive use of stakeholder analysis within most organizations to improve their businesses. However, this depends on how well organizations can align and fulfill the needs of most if not all stakeholder concerns. This paper is based on a comparative case study of two organizations in the Nigeria financial sector in relation to their stakeholder management practices. The aim is to study the impact of stakeholder analysis on the performance of these selected organizations. The stakeholders of each organization were identified based on their respective mission and vision statements, including their core values and how their stakeholder management practices have impacted on each of their financials and social performances were also examined. The study confirms the importance of stakeholder analysis in the improvement of organization performance and also asserts that the achievement of an organization's set objectives is dependent on how well the organization can represent the interest of its key stakeholders. It was thus concluded that if an organization can align and fulfill the needs of all its stakeholders successfully, its performance can be improved significantly. It is recommended that management of organizations should not only ensure that their business activities are committed to addressing their stakeholder concerns and needs effectively, but must also be committed to the long-term survival of the organizational goals.
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Дисертації з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

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Etezady, Nooredin. "The Impact of ERP Investments on Organizational Performance." NSUWorks, 2008. http://nsuworks.nova.edu/gscis_etd/508.

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Enterprise resource planning (ERP) systems affect organizations and are implemented to enhance organizational effectiveness. However, ERP implementation is complex, costly and the research to date on the results of ERP investments on organizational performance have been inconclusive. The goal of this study was to discover the impact of ERP systems implementation on organizational performance by measuring the impact of an ERP on financial performance of public companies over a period of four years. Based on a comprehensive literature search, two independent variables and four dependent variables that represent organizational performance were defined. Return on asset, return on investment, return on sales, and cost of goods sold over sales measured organizational performance. ERP implementation status and ERP scope (independent variables) affected dependent variables. This causal comparative study was based on a quantitative research design and was divided into two parts. The first part of the study focused on discovering the relationship between ERP implementation and organizational performance. The second part of the study focused on finding relationships between the scope of ERP and organizational performance for firms that have implemented ERP. The results achieved from analysis of data showed that deployment of ERP systems did not affect financial performance of organizations significantly when measured over a four-year post-adoption period. When comparing pre- to post-adoption financial performance, both ERP-adopters and non-adopters had financial performance decline in the first and second post-adoption years because of the stock market devaluation of the 2000-2002 period. However, ERP-adopters lagged one year behind the non-adopters in recovery. Furthermore, varying ERP scope did not affect significantly financial performance of the firms that had implemented ERP. Pre-adoption differential performance was a better predictor of post-adoption performance than ERP scope over a four-year post-adoption period. This study adds to the body of knowledge in the area of information technology and ERPs and its results can contribute to improved decision-making and setting ERP expectations at the time of ERP purchase. Future researchers can use the financial performance measures used in this study to develop formal measures to assess the financial performance of future adopters of ERP systems.
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A, Abulbire Theophilus. "Impact of green supply chain on organizational performance." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81726.

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Зелений ланцюг поставок став глобальною проблемою через негативний вплив на екологічне середовище, економіку та загальний прожиток. GSC розширює звичайний ланцюжок поставок, включаючи практики, спрямовані на зменшення екологічного впливу товару протягом усього циклу, такі як екологічне будівництво, економія витрат, вивезення небезпечних матеріалів та переробка та повторне використання товарів. Це дослідження мало на меті вивчити вплив GSC на ефективність діяльності організацій, які зосереджені на Великій Аккрі. В аналізі використано детальний дизайн поперечного перерізу. Для опитування п'ятдесяти (50) респондентів також був використаний базовий метод довільної вибірки. Дані аналізували за допомогою Статистичного пакету соціальних наук (SPSS). Дослідження виявляє, що екологічний вплив ГСК на організації також є значним. Знову було виявлено, що GSC має економічний та операційний вплив на організації, але не в дуже значній мірі. Нарешті, було виявлено, що організації вживають заходів GSC, щоб мінімізувати або зменшити шкідливий вплив СК на навколишнє середовище, економіку та саму організацію.
The Green Supply Chain has become a global issue due to its negative effects on the ecological environment, the economy and general livelihoods. GSC is widening the conventional supply chain to incorporate practices aimed at reducing the environmental effect of a product during the whole cycle, such as green construction, cost savings, the removal of hazardous materials and the recycle and re-use of goods. This research aimed to examine the impact of GSC on the performance of organizations with a concentration on the Greater Accra Metropolitan Region. The analysis used a detailed cross-section design. A basic random sampling technique was also used for the survey of fifty (50) respondents. Data was analyzed using the Statistical Package for the Social Sciences (SPSS). The study finds that the environmental effect of GSC on organizations is also significant. Again it was discovered that GSC has an economic and operational effect on organizations, but not to a very significant degree. Finally, it was revealed that the organizations are taking GSC steps to minimize or reduce the detrimental impact SC has on the environment, the economy and the organization itself.
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Tedla, Tewodros Bayeh. "The Impact of Organizational Culture on Corporate Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2509.

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Lack of effective organizational culture and poor cultural integration in the corporate group affect organizational performance and decrease shareholders return. The purpose of this exploratory case study was to explore successful strategies that one corporate group used to establish an effective organizational culture to improve performance. The Denison organizational culture model served as the conceptual framework for the study. A purposive sample of 20 senior managers from a corporate group in Ethiopia participated in semistructured face-to-face interviews. The selected participant met the criteria of a minimum 5 years of experience with successful strategies in establishing an effective organizational culture in the corporate group. The interview data were transcribed, categorized, and coded; they were subsequently member checked and triangulated to increase the trustworthiness of interpretations. The findings included a well-defined mission that attributed to developing shared understanding between employees and managers, and employee-focused leadership that contributed to motivating employees. Core corporate value findings included the well-being of the society through self-regulated corporate social responsibility. The findings identified in this study could have potential for economic growth in the local economy and may contribute to social change with strategies business managers may use to sustain their business and improve the life standards of employees and the local community.
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Sanford, Robin Ann. "The Impact of Activity-Based Costing on Organizational Performance." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/101.

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The focus of this study was to determine the impact of activity-based costing (ABC) on organizational performance. ABC can support the strategic management process and provide significant benefit to organizations. Empirical research has provided mixed results of ABC success, which has been the center of controversy since the 1980s. This examination utilized the contingency theory as a theoretical basis for the study. The researcher expected to find that ABC organizations succeed or fail to improve performance due to how well they fit their strategies, structures, and managerial accounting practices to the complex business environment. This study addressed the fundamental question does ABC improve organizational performance? The study found that management accounting practices could only significantly predict organizational performance, as measured by market price, EPS, and asset turnover. The results indicated that ABC organizations have higher asset turnover than non-ABC organizations. However, non-ABC organizations have higher market price and EPS than ABC organizations. The findings indicated no statistically significant differences in operating performance when either ABC or non-ABC accounting practices are used with a low-cost strategy. Finally, the results found no statistically significant differences in operating performance when ABC organizations use a strategy other than a low-cost strategy.
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Solomon, Simona. "Impact on business performance by the organizational and technological infrastructures." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39091.pdf.

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Bollar, Suzanne L. "The impact of organization culture on employee work attitudes, readiness for change, and organizational performance." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/28970.

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Lyons, Rebecca. "Strategic Human Resource Development Impact on Organizational Performance: Does SHRD Matter?" Diss., North Dakota State University, 2016. https://hdl.handle.net/10365/28020.

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In the United States today organizational leaders are concerned with skills gaps, or the limited availability of qualified workers to fill open positions. The reason for their concern is the impact of skills gaps on organizational performance in a number of areas including productivity, customer satisfaction, profitability, and the ability to expand. To address skills gaps, many leaders choose to employ workforce training and development. Strategic Human Resource Development (SHRD) is a growing field of research and practice that aims to integrate and align training and development approaches with organizational strategy to improve organizational performance. However, there is inconsistent empirical support for the claim that SHRD positively affects organizational performance. The current study investigates this claim using structural equation modeling with scores from National Baldrige Award applicants. Organizations that apply to the National Baldrige Award utilize the Baldrige Framework for Performance Excellence (Baldrige Framework). The Baldrige Framework includes SHRD as part of a systematic approach to improving organizational performance. As such, organizations applying for the National Baldrige Award receive scores for the use of SHRD as well as organizational performance. The current study uses these scores to create a structural equation model that statistically illustrates organizational performance and SHRD’s impact upon it. The results of the current study clearly illustrate that organizational performance is a construct comprised of multiple types of organizational results and that SHRD positively affects the construct of organizational performance. The results provide a causal inference between an increase in the use of SHRD and improved organizational performance. Therefore, if organizational performance is important, SHRD matters.
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Cheban, Yuliya Mikhaylovna. "The Impact of Cultural Resilience on Affect and Performance in Organizational Settings." Thesis, California State University, Long Beach, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=10978000.

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Examining cultural differences in resilience among workers and how these differences are related to satisfaction and performance at work is a vital research area that may provide insights into the United States’ steadily diversifying workforce. Specifically, there has been limited research on cultural differences in the workplace and its impact on affect and performance. This study investigated the impact that cultural resilience has on an individual’s job satisfaction and work performance. Moderation analyses using cultural resilience were conducted to test the impact that minority status, immigration status, and stress have on job satisfaction and performance. Results of this study indicated a significant interaction between cultural resilience and stress on an employee’s job satisfaction. Although minority and immigrant status significantly contributed to an individual’s cultural resilience, there was no significant interaction between cultural resilience and group status on an employee’s job performance. This study highlights the importance of examining the perspective of cultural minorities in workplace settings and has implications on workplace dynamics.

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Arnold, Charla. "Impact of Employee Performance and Job Status on Perceptions of Sexual Harassment." TopSCHOLAR®, 2000. http://digitalcommons.wku.edu/theses/710.

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Once unnoticed and unreported, sexual harassment claims have risen dramatically within the last two decades. Although guidelines published by the Equal Employment Opportunity Commission in 1980 provided a definition of sexual harassment, researchers continue to examine variables affecting individual perceptions of sexual harassment. Contextual factors impacting the labeling of sexual harassment include the type and severity of the harassment, the ambiguity of the sexually harassing behaviors, and gender differences in perceptions of sexual harassment. The present researcher examined the impact of employee performance and employment status on perceptions of sexual harassment. Results indicated that female participants were more likely than male participants to label behaviors as sexual harassment. There were no differences between perceptions of sexual harassment for employees with either good or poor performance records. However, participants were more likely to perceive the employee was the victim of sexual harassment when no employee performance information was presented than when either good or poor performance information was presented. Finally, employees currently employed by the organization were perceived to be victims of sexual harassment more often than employees who had been dismissed from the organization.
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Eilard, Hillevi, and Albina Iljasov. "The Use of Social Impact Measurements in Socially Entrepreneurial Organizations - A Quantitative Survey Study on Organizational Size." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23983.

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This thesis investigates the relationship between organizational size and the decision of using social impact measurements in Swedish socially entrepreneurial organizations, which include organizations and individuals that aim at solving social problems. Data is collected using an online survey, and three different ways to measure organizational size are used and tested whether they have a positive relation-ship with the use of social impact measurement. Organizational size is measured as the yearly turnover, available personnel and the number of members and participants in the organization. The association was analyzed through three different analytical methods, and we also present detailed descriptive statis-tics for the data sample. The results showed significant relationships between available staff as well as members and participants and the use of social impact measurements, while no significant relationship between the yearly turnover and the use of social impact measurements could be confirmed. We suggest a consideration of impact measurements when addressing sustainable organizational development as well as consideration of organizational size for local governments when introducing policies, funding and other support for socially entrepreneurial organizations.
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Книги з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

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Chang, Richard Y. Measuring organizational improvement impact: A practical guide to successfully linking organizational improvement measures. Irvine, Calif: Richard Chang Associates, 1995.

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Fletcher, D. S. Understanding organizational evolution: Its impact on management and performance. Westport, Connecticut: Quorum Books, 2002.

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3

Ryu, Keikoh. The Impact of Organizational Ethical Climate on Organizational Commitment and Job Performance. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2813-2.

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4

Ronald, Mackay, and International Service for National Agricultural Research., eds. ISNAR's achievements, impacts, and constraints: An assessment of organizational performance and institutional impact. Hague, The Netherlands: ISNAR, 1998.

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5

Rothman, Hinden Denice, and Sturm Paul 1952-, eds. The nonprofit organizational culture guide: Revealing the hidden truths that impact performance. San Francisco: Jossey-Bass, 2011.

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6

Hubbard, Edward E. The diversity scorecard: Evaluating the impact of diversity on organizational performance. Amsterdam: Elsevier Science/Butterworth-Heinemann, 2004.

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7

Guerra-López, Ingrid. Evaluating impact: Evaluation and continual improvement for performance improvement practitioners. Amherst, Mass: HDR Press, 2007.

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8

Patti, Phillips, and Ray Rebecca, eds. Measuring leadership development: Quantify your program's impact and ROI on organizational performance. New York: McGraw-Hill, 2012.

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9

P, Ryan William, and Grossman Allen, eds. High performance nonprofit organizations: Managing upstream for greater impact. New York: Wiley, 1999.

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10

Pearce, Jone L. Managerial compensation based on organizational performance: A time series analysis of the impact of merit pay. Irvine, Calif: Graduate School of Management, Public Policy Research Organization, University of California, Irvine, 1985.

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Частини книг з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

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Gandagari, Preetham Reddy, Debdutta Choudhury, Daya Shankar, and Jorge A. Wise. "Quantum Impact on Organizational Performance." In Coded Leadership, 103–17. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003244660-9.

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Guo, Min. "Performance Management: Impact of Organizational Behaviors on Collective Performance." In Advances in Social Science, Education and Humanities Research, 2022–27. Paris: Atlantis Press SARL, 2023. http://dx.doi.org/10.2991/978-2-38476-126-5_230.

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Bayari, Reem, Arwa A. Al Shamsi, Said A. Salloum, and Khaled Shaalan. "Impact of Knowledge Management on Organizational Performance." In Proceedings of International Conference on Emerging Technologies and Intelligent Systems, 1035–46. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85990-9_82.

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Hansen, Hanne Foss, Timo Aarrevaara, Lars Geschwind, and Bjørn Stensaker. "Evaluation Practices and Impact: Overload?" In Reforms, Organizational Change and Performance in Higher Education, 235–66. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11738-2_8.

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Butcher, David, Catherine Bailey, and Joanne Burr. "How leadership impacts organizational performance." In Leadership in Organizations, 177–97. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315695792-10.

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Øverdal, Maria, Moutaz Haddara, and Marius Langseth. "Exploring Public Cloud-ERP Systems’ Impact on Organizational Performance." In Proceedings of the Future Technologies Conference (FTC) 2022, Volume 3, 121–37. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-18344-7_8.

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Cascio, Wayne F. "The Economic Impact of Employee Behaviors on Organizational Performance." In America at Work, 241–56. New York: Palgrave Macmillan US, 2006. http://dx.doi.org/10.1057/9781403983596_14.

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Stettina, Christoph Johann, Victor van Els, Job Croonenberg, and Joost Visser. "The Impact of Agile Transformations on Organizational Performance: A Survey of Teams, Programs and Portfolios." In Lecture Notes in Business Information Processing, 86–102. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_6.

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Анотація:
AbstractWhile many organizations embark on agile transformations, they can lack insight into the actual impact of these transformations across organizational layers. In this paper, we collect new and study existing evidence on the impact of agile transformations on organizational performance across teams, programs and portfolios. We conducted an international survey collecting the perceptions of agile coaches, transformation leads and other relevant roles, and we correlated levels of agile maturity to the perceptions on dimensions of organizational performance. Based on 134 responses from 29 countries across 16 industries, (1) we consolidated understanding of the benefits of agile transformations based on prior evidence and our data from a more diverse and larger sample, (2) we identified the dimensions impacted by agile transformations as being productivity, responsiveness, quality, workflow health and employee satisfaction & engagement and (3) we traced specific benefits on those dimensions to individual organizational layers of teams, programs and portfolios, showing the magnitude of impact of each dimension per layer. Overall, we can conclude that agile transformations have a variety of strong organizational benefits. This aggregated evidence allows reflection on transformation trends, but also enables organizations to optimize their agile transformation efforts.
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Ryu, Keikoh. "The Impact of Organizational Ethical Climate on Organizational Commitment in JFMEs in China." In The Impact of Organizational Ethical Climate on Organizational Commitment and Job Performance, 83–103. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2813-2_5.

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P. Iyswarya and S. Rajaram. "Impact of Performance Management Process on Print Organizational Performance—In Indian Context." In Proceedings of the International Conference on Data Engineering and Communication Technology, 661–71. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1678-3_63.

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Тези доповідей конференцій з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

1

Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu, and Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.

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Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.
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Khan, Shakeel. "National Cultures Impact on Organizational Performance of International Organizations." In the 8th International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3157754.3157759.

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Wang, Dan, and Shijun Yang. "Impact of organizational structure and HRM on organizational performance." In 2007 IEEE International Engineering Management Conference - EM 2007 (IEMC). IEEE, 2007. http://dx.doi.org/10.1109/iemc.2007.5235077.

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4

Lu, Xiaojun, and Mingfei Li. "Development of Organization's Learning Culture and its Impact on Organizational Performance." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1691.

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Skrinjar, Rok, Mojca Indihar Stemberger, and Tomislav Hernaus. "The Impact of Business Process Orientation on Organizational Performance." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3150.

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The extensive literature on business process management suggests that organizations can enhance their overall performance by adopting a process view of business. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The paper presents the results of the empirical research that confirms the impact of business process orientation on organizational performance in transition economy by using structural equation modeling. The link is even stronger than in the original investigation. Besides that more detailed specification of organizational performance that includes non-financial performance measures has been used. The results show that business process orientation leads to better non-financial performance and indirectly to better financial performance.
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Papavramides, Thanos C., Pascal Aupee, and Jacob Yttesen. "Assessing project performance by measuring organizational impact." In 2008 IEEE International Engineering Management Conference (IEMC-Europe 2008). IEEE, 2008. http://dx.doi.org/10.1109/iemce.2008.4618028.

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Li Zhang, Yezhuang Tian, and Zhongying Qi. "Conceptual Model on the Impact of Organizational Memory on Organizational Performance." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349594.

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8

Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.

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The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
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Glatz, Georg, Harald Ackerlauer, Michael Heiss, and Dana Damian. "Impact of knowledge networking and organizational learning on the performance of organizations." In 2007 IEEE International Engineering Management Conference - EM 2007 (IEMC). IEEE, 2007. http://dx.doi.org/10.1109/iemc.2007.5235057.

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Khan, Shahnawaz, Mohamed Redha Qader, Thirunavukkarasu K, and Satheesh Abimannan. "Analysis of Business Intelligence Impact on Organizational Performance." In 2020 International Conference on Data Analytics for Business and Industry: Way Towards a Sustainable Economy (ICDABI). IEEE, 2020. http://dx.doi.org/10.1109/icdabi51230.2020.9325610.

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Звіти організацій з теми "IMPACT ON ORGANIZATIONAL PERFORMANCE"

1

Eccles, Robert, Ioannis Ioannou, and George Serafeim. The Impact of Corporate Sustainability on Organizational Processes and Performance. Cambridge, MA: National Bureau of Economic Research, March 2012. http://dx.doi.org/10.3386/w17950.

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Leslie, Jean. Pandemic paradoxes and how they affect your workers. Center for Creative Leadership, October 2021. http://dx.doi.org/10.35613/ccl.2021.2046.

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COVID-19 pandemic tensions and contradictions are being felt and experienced across the US at many levels: societal, organizational, and individual. One way to understand, work though, and address some of the tensions that workers are experiencing is through “paradoxical thinking.” Paradoxical thinking helps to see on-going, unresolvable, contradictory tensions as forces that can fuel innovation and performance. Using a paradox lens, this paper was written to help make sense of the crises leaders and workers are experiencing as the COVID-19 pandemic stretches on. The paper begins with a brief overview of the sources of data, the meaning of paradox, and illustrates five paradoxes experienced during the pandemic by providing information on the potential impact of COVID-19 on workers. Finally, empirically proven strategies for dealing with paradoxes are presented.
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Egli, Virginia L. Impact of Organizational Culture on Information Sharing. Fort Belvoir, VA: Defense Technical Information Center, May 2011. http://dx.doi.org/10.21236/ada546535.

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Moyo, Unoda. Performance Appraisal in Organizational Cultural Context. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1154.

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Choi, Min K. Senior Leadership: Succession Effects on Organizational Performance. Fort Belvoir, VA: Defense Technical Information Center, December 2013. http://dx.doi.org/10.21236/ada606048.

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Eldenburg, Leslie, Benjamin Hermalin, Michael Weisbach, and Marta Wosinska. Hospital Governance, Performance Objectives, and Organizational Form. Cambridge, MA: National Bureau of Economic Research, April 2001. http://dx.doi.org/10.3386/w8201.

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Huckman, Robert, and Gary Pisano. The Effect of Organizational Context on Individual Performance. Cambridge, MA: National Bureau of Economic Research, October 2003. http://dx.doi.org/10.3386/w10027.

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Scholand, Andrew Joseph, and Yla R. Tausczik. Quantifiable and objective approach to organizational performance enhancement. Office of Scientific and Technical Information (OSTI), October 2009. http://dx.doi.org/10.2172/993875.

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Picard, Dorka M. Improving Organizational Performance: Decreasing Operating Room Turnaround Time. Fort Belvoir, VA: Defense Technical Information Center, April 1998. http://dx.doi.org/10.21236/ada372315.

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Brock, G. Economic, organizational, and institutional impact of the survivability validation process. Office of Scientific and Technical Information (OSTI), August 1993. http://dx.doi.org/10.2172/10182249.

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