Статті в журналах: "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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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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Bashayreh, Anas M. "Organizational Culture and Effect on Organizational Performance." International Journal of Knowledge and Systems Science 5, no. 2 (April 2014): 35–48. http://dx.doi.org/10.4018/ijkss.2014040103.

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Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies. The objective of this study is to examine the relationship between the dimensions of organizational culture and organizational performance among insurance companies operating in the Jordanian market. A sample of 240 respondents that were selected randomly from insurance companies participated in this study. Data were collected by survey questionnaire. Both descriptive and influential statistic namely frequency, mean, and multiple regression were used to analyze the data. The result shows that there is limited significant relationship between organizational expectations, encourage development, behavioral styles, and stability and communication and organizational performance. The results also showed that a significant relationship exists between policies and procedures and organizational performance. This study explored the results of the effect of organizational culture dimensions on organizational performance and to assess which organizational culture dimensions have a larger marginal impact on organizational performance. This study improved the managers' understanding on a way to improve organizational culture dimensions that have a vital impact on overall performance.

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Abdul-Ghani Saif Almekhlafi, Abdulwasea. "Human capital impact on organizational performance of commercial banks operating in Yemen." Banks and Bank Systems 17, no. 2 (July 5, 2022): 178–88. http://dx.doi.org/10.21511/bbs.17(2).2022.15.

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This study investigates the relationship between human capital and improvements in organizational performance in Yemeni commercial banks operating in Sana’a. The individual human capital dimensions such as knowledge, experience, skills, innovation, and employees’ morale were taken as human capital variables. A quantitative methodology was used, and a Likert-scale questionnaire was distributed to collect the data. A combination of convenience and random sampling techniques was adopted to distribute the questionnaire to eight banks and 162 employees of these banks. A descriptive approach was used to analyze the data statistically. The results indicated that all the human capital factors had a varying level of practical effect on the organizational performance and all of these were statistically significant. Overall, 76.4% change in performance was observed if human capital elements were employed effectively. Each element such as knowledge, experience, skills, innovation, and employees’ morale had a varying level of positive impact on performance as observed. It is recommended to adopt and put in place knowledge and skills improvement systems in organization to achieve a sustained organizational growth. AcknowledgmentThis research publication was supported by the Deanship of Scientific Research at Prince Sattam bin Abdulaziz University, Alkharj, Saudi Arabia.

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Dwibedi, Lalan. "Impact of Employees Motivation on Organizational Performance." Academic Voices: A Multidisciplinary Journal 7 (October 17, 2018): 24–30. http://dx.doi.org/10.3126/av.v7i0.21364.

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Motivation and its impact on organizational performance has always remained highly researched area and have gone through many discussions and iterations. This paper identifies the factors that effects employee motivation and examines the relationship between organizational effectiveness and employee motivation. The study focuses on the practice and observance of the two central factors, empowerment and employee recognition for enhancing employee motivation which leads to organizational performance. So organizations should design their rules, policies and organizational structures that give space to the employee to work well and appreciate them on their tasks fulfillment and achievements. Higher the motivation among employee to task accomplishment higher will be the organizational performance and success.

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Ali, Ahmad, Rafid Ullah, and Tufail Nawaz. "IMPACT OF ORGANIZATIONAL TRUST ON ORGANIZATIONAL PERFORMANCE OF ACADEMICIANS: AN EVIDENCE FROM HEIs’ KP, PAKISTAN." JUNE 4, no. 2 (June 30, 2023): 316–26. http://dx.doi.org/10.53664/jsrd/04-02-2023-08-316-326.

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The organization's performance is typically an amalgamation of a number of characteristics that, when combined together produce organization’s overall performance. Every organization strives to achieve its stated objectives while giving serious concern to its ability to preserve its existence and profitability over the long term. Organizational trust is considered as a crucial factor to enhance employees’ performance and in turn organizational performance. The present study aimed to investigate the association and cause-and-effect relationships of organizational trust with organizational performance among the faculty members in context of HEIs in southern regions of KP, Pakistan. The data was collected from respondents through close-ended questionnaire. 313 faculty members from HEIs were surveyed. Results revealed a significant association & cause-and-effect relationships amid organizational trust and organizational performance. At the end, some valuable recommendations to policymakers of HEIs are offered. Additionally, some suggestions for future researchers are also provided by the researchers on the bases of current study findings.

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Roy, Sanjoy Kumar. "The Impact Of Age, Gender, And Ethnic Diversity On Organizational Performance: An Empirical Study Of Bangladesh's Banking Sector." International Journal of Financial, Accounting, and Management 4, no. 2 (September 6, 2022): 145–61. http://dx.doi.org/10.35912/ijfam.v4i2.905.

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Abstract: Purpose: This study aims to investigate the impact of workforce diversity (in terms of employee age, gender, and ethnicity) on organizational performance in Bangladesh's banking sector. Research Methodology: This research work evaluates the relationship between workforce diversity and organizational performance in the banking sector. The impact of workforce diversity on organizational performance is examined using structural equation modeling (SEM). The sample data was acquired from ten randomly chosen banks in Dhaka, Bangladesh, using a standardized questionnaire and a personal survey. Results: The study's findings revealed that age, gender, and ethnic diversity have a statistically significant positive impact on organizational performance. Among them, age diversity has the most significant effect on organizational performance, and gender diversity has less impact. Limitations: Other workforce diversity factors (such as religion, nationality, and so on) may have an impact on organizational performance, but they were not considered in this study. Contribution: The findings of this study reveal that in Bangladesh's banking business, there is a dynamic relationship between workforce diversity and organizational performance. Furthermore, this research work has significant ramifications, as well as the fact that effectively managing diversity practices in the workforce will improve the organization's performance. Keywords: 1. Diversity 2. Age 3. Gender 4. Ethnicity 5. Organizational performance

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Kumari, Neeraj, and Devi Singh. "Impact of Organizational Culture on Employee Performance." Prabandhan: Indian Journal of Management 11, no. 6 (June 1, 2018): 53. http://dx.doi.org/10.17010/pijom/2018/v11i6/128442.

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Oparanma, Austin, and Lawrence Nwaeke. "Impact of Job Rotation on Organizational Performance." British Journal of Economics, Management & Trade 7, no. 3 (January 10, 2015): 183–87. http://dx.doi.org/10.9734/bjemt/2015/12051.

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Odia, Uchechukwuka Linus. "Impact of recycling sustainability on organizational performance." Linguistics and Culture Review 6 (December 12, 2021): 93–105. http://dx.doi.org/10.21744/lingcure.v6ns1.1977.

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This is empirical research focusing on the impact of recycling sustainability on Organizational performance in Nigeria. To achieve the objective of this study, a sample of 10 publishing houses in four major cities in Delta State was adopted, and these cities include Asaba, Warri, Sapele, and Oghara. Given that Nigeria is the regional publishing powerhouse in West Africa with newspaper publications selling in the whole region, likewise, textbook publishers in Nigeria dominate the regional market. The industry contributes about 10% of the GDP and is one of the fastest-growing in the manufacturing sector. Unfortunately, Nigeria does not produce most of the raw materials for publishing. All paper materials used in Nigeria are imported, and the costs are rising with the reliability of the sources dwindling. In addition, the publishing industry in Nigeria is faced with a high rate of waste and returns. The study focused on the impact of adopting recycling sustainability as a possible solution to the dwindling raw materials, increasing costs, and high rate of returns. It used a stratified random sampling approach and a descriptive research design.

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Das, Chandrika Prasad, and Rabindra Kumar Swain. "Impact of Organizational Factors on Financial Performance." Parikalpana: KIIT Journal of Management 13, no. 2 (December 1, 2017): 145. http://dx.doi.org/10.23862/kiit-parikalpana/2017/v13/i2/164528.

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Beigi, Mina Talib, and Seyed Jalil Lajevardi. "Impact of Organizational Commitment on Job Performance." Asian Journal of Management 11, no. 3 (2020): 297. http://dx.doi.org/10.5958/2321-5763.2020.00046.3.

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Ullah, Abid, Shahid Iqbal, and S. M. Riad Shams. "Impact of CRM adoption on organizational performance." Competitiveness Review: An International Business Journal 30, no. 1 (January 2, 2020): 59–77. http://dx.doi.org/10.1108/cr-11-2019-0128.

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Purpose Customer relationship management (CRM) is instrumental to attain and sustain organizational competitive advantage. Innovation in terms of CRM adoption is the key to gain competitive advantage, and being innovative is dependent on how well organizations know about changing demands of customers and their changing ways to gain access to the market. There is hence a need to develop ongoing empirical insights from diverse management perspectives into the effect of CRM adoption on organizational performance. In this context, the purpose of this study is to develop empirical insights in relation to the moderation of technological turbulence in the banking sector. Design/methodology/approach Primary data were collected and analyzed from 277 CRM staff-members of the banking sector in Pakistan to test a conceptual model. Frequencies of demographics are calculated with correlation and regression analyses using SPSS. The correlation analysis was performed to identify the direction that exists between the dependent and independent variables, and the regression analysis was performed to study the strength/intensity of the independent variable over the dependent variable. Moderating regression analysis was performed to find the moderation effect of technological turbulence on CRM adoption and organizational performance. Findings The CRM adoption has a critical positive impact on organizational performance in the settings of business-to-customer (B2C) perspective in the banking sector. Moreover, the results uncover that improved client satisfaction through CRM adoption prompts better organizational performance in the B2C organization. The authors also have found that technological turbulence has a negative guiding impact on the association linking with CRM adoption, as well as organizational performance. Research limitations/implications The conceptual model that is proposed in this study and supported by empirical insights offers researchers to develop future research studies on the moderating role of technological turbulence to analyze the influence of CRM adoption on organizational performance. Practical implications The empirical insights of this study are valuable for the professionals in the banking sector and other B2C organizations to enrich their organizational performance through CRM adoption while considering the moderating role of technological turbulence. Originality/value Based on an empirical study, in support of an original conceptual model, the insights of this paper contribute to the extant literature in the CRM, bank marketing and management, service management, B2C marketing and the emerging economy knowledge streams.

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Kolay, M. K., and K. C. Sahu. "Impact of external factors on organizational performance." International Journal of Production Economics 28, no. 3 (December 1992): 321–39. http://dx.doi.org/10.1016/0925-5273(92)90020-8.

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Payal, Ruchi, Salma Ahmed, and Roma Mitra Debnath. "Impact of knowledge management on organizational performance." VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 510–30. http://dx.doi.org/10.1108/vjikms-07-2018-0063.

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Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.

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MuseAliGeelmaale, Abdi. "IMPACT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE." International Journal of Advanced Research 7, no. 10 (October 31, 2019): 166–72. http://dx.doi.org/10.21474/ijar01/9818.

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Obafemi, Olumuyiwa Olugbenga, Obiekwe Onyebuchi, and Oiku Peter Omoyebagbe. "Impact of Customer Loyalty on Organizational Performance." IIARD International Journal of Economics and Business Management 8, no. 5 (August 26, 2023): 56–62. http://dx.doi.org/10.56201/ijebm.v8.no5.2022.pg56.62.

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This paper utilized a theoretical approach to examine the impact of customer loyalty on organizational performance. The paper identified some benefits of customer loyalty as increase profitability, business growth, enhanced firm effectiveness and reduced cost of operations. Some drivers of customers loyalty identified are: improved product quality, extended warranties, reduction in marketing and service cost, honest and quality feedback, improve brand image. The paper concluded that that customer loyalty is vital for improved organizational performance as sales volume accrued from repeated purchases helps to increase market share and improves profitability of the organization. In addition, customer loyalty intention serves as firm growth strategy and competitive advantage over rivals in the market arena. It is recommended among others that managements should make customer intention a key part of their strategy to achieve organizational growth. Besides, since attraction and retention of customers contributes significantly to overall organization’s performance, managements should ensure that they preset and offer high quality products, and quality service delivery to their customers as these will ensure reduced risks of the customers witching brands to competitions product. In addition, organizations should put in place effective customer’s intention programs such as longer warranties, new ands, and recognitions to enhance their chances of retaining their valuable customers.

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Mafrudoh, Mafrudoh. "IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE." Journal of Finance, Economics and Business 1, no. 2 (May 30, 2023): 65–82. http://dx.doi.org/10.59827/jfeb.v1i2.76.

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Purpose: If you look at the big picture a society’s culture determines how people behave, respond, and interact with one another and how fast the society can grow as a community. This definition holds true for organizational culture too. The purpose of this research is to find out the impact of organizational culture on employee performance, how engaged employees are at work depends on how happy and comfortable they feel about the organizational culture. Methodology: The method used in this article is a qualitative method, where we describe how organizational culture affects employee performance. The data collection technique is done by observation through articles available on trusted journal pages. Findings: The goal of an organization is to increase level of performance by designing strategies. Based on the results of data analysis, organizational culture helps retain top performance and valuable talent. It creates a culture of engagement and increases employee productivity It makes people happy and excited about the workplace. How culture affects employee engagement about 87% of organizations agree that employee engagement and culture are the two most vital workplace challenges.

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Omar, Ariff Othman, Sri Fatiany Abdul Kader Jailani, Syukrina Alini Mat Ali, and Noor’ain Mohamad Yunus. "Impact of Information Technology Towards Organizational Performance." Advances in Social Sciences Research Journal 10, no. 6.2 (July 29, 2023): 128–37. http://dx.doi.org/10.14738/assrj.106.2.15019.

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Since the beginning of the 21st century, numerous organizations have extensively implemented information technology into their operations. With regard to this, it captures the interest of researchers, practitioners, academicians, and policymakers to comprehend the role of organization dynamic capability in information technology and the role of digital leadership in enhancing organizational performance and enabling the information technology process. There was limited study on the impact of technology on the performance of government agencies. Therefore, this research focuses on government agencies in Malaysia. This study was conducted to seek the true role of information technology in organizational performance and the impact of information technology on organizational performance. Through an analysis of the 131 randomly selected workers, this paper investigates the impact of information technology on organizational performance. This study examines the effects of IT Operation, IT Knowledge, and IT Competence on the performance of an organization. In this research, SPSS was used for normality and reliability analysis, as well as descriptive organization multiple regression analysis. The result revealed that only IT Competence has a positive impact on organizational performance. The finding also revealed that the impact of information technology on the performance of an organization is minimal and contributes a minor impact.

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Rondeau, Kent V., and Terry H. Wagar. "Organizational Learning and Continuous Quality Improvement: Examining the Impact on Nursing Home Performance." Healthcare Management Forum 15, no. 2 (July 2002): 17–23. http://dx.doi.org/10.1016/s0840-4704(10)60576-5.

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Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

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Hough, Christie, Cameron Sumlin, and Kenneth Wilburn Green. "Impact of ethics, trust, and optimism on performance." Management Research Review 43, no. 9 (April 20, 2020): 1135–55. http://dx.doi.org/10.1108/mrr-09-2019-0409.

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Purpose The purpose of this paper is to empirically assess the combined impact of the ethical environment, organizational trust and workplace optimism on individual performance. Design/methodology/approach A structural model is theorized and data from 250 individuals working for private organizations were analyzed using partial-least-squares structural equation modeling. Findings Both the ethical environment and organizational trust positively impact workplace optimism. Of the ethical environment, organizational trust and workplace optimism, only workplace optimism directly impacts individual performance. The impact of the ethical environment and organizational trust on individual performance is indirect through workplace optimism. Research limitations/implications To the authors’ knowledge, this is the first empirical study to assess the combined impact of the ethical environment, organizational trust and workplace optimism on individual performance. It is important to conduct similar studies to verify these findings. Practical implications An ethical environment and organizational trust foster high levels of workplace optimism that in turn lead to improved employee performance. Originality/value The important role that workplace optimism plays within the ethical climate of organizations is theorized and assessed. This is the first empirical assessment of the mediational role of workplace optimism on the established relationships between ethical environment and individual performance, and organizational trust and individual performance.

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MOHAMMAD DAUD ALI, DR. SYED IMAD SHAH, DR. SHAHID JAN, and MUHAMMAD ILYAS. "The Effect of Organizational Innovation and Organizational Learning on Organizational Performance." Journal of Business & Tourism 1, no. 2 (November 1, 2021): 27–37. http://dx.doi.org/10.34260/jbt.v1i2.13.

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This research tries to investigate the influence of organizational learning on innovation on one hand and the impact of innovation on performance on the other. Upon the review of literature, two hypotheses projected in pursuit of the research: the positive impact of organizational learning on innovation as well as the co relational effect of innovation with performance. Data was obtained distributing questionnaires in five public sector universities of Peshawar, Khyber Pakhtunkhwa, Pakistan. Conclusions substantiate hypotheses thus provided additional substantiation that organizational learning has a say in innovation capacity, and also the fact that innovation is positively associated to organization learning (R2 = 0.65) and coefficient β is 0.31 this clearly show that innovation leads to organization learning, on the other hand organization learning has positively associated to organization performance (R2 = 0.70) and coefficient β is 0.54 this means that organization learning leads to organization performance, and has positive significant effect on financial performance

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Ismail, Samreen, Zafar Iqbal, and Muhammad Adeel. "Impact of Organizational Justice and Organizational Citizenship Behavior on Employees Performance." International Journal of Human Resource Studies 8, no. 2 (April 28, 2018): 187. http://dx.doi.org/10.5296/ijhrs.v8i2.13070.

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Organizational Justice has been considered a significant subject in the operative organizations functioning. Whereas Organizational Citizenship Behavior is important to achieve the organizational success therefore organizations encourage and facilitate the OCB in order to produce effectiveness and efficiency in organization functions. The primary aim of this research is to investigate the role of organizational justice and organizational citizenship behavior in enhancing employees’ performance in academic setting. Organizational justice plays a pivotal role in shaping individual behavior and particularly extra role behavior such organizational citizenship behavior. To answer the research question, the cross sectional data were collected through a questionnaire from 190 employees working in different universities of Azad Kashmir Pakistan. Our findings reveal that there is a significant positive association among organizational justice (OJ), organizational citizenship behavior (OCB) and Employees performance (EP). The results indicated that Organizational Justice and Organization Citizenship Behaviors was significant predictor of Employees performance. This research contributes to the managerial literature by identifying and applying theoretical concepts into a different sample and organizational settings.

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Kadek Suryani, Ni, and John E. H. J. Foeh. "Impact of Organizational Justice on Organizational Performance in the Hospitality Industry." Journal of Engineering and Applied Sciences 14, no. 12 (December 10, 2019): 4124–31. http://dx.doi.org/10.36478/jeasci.2019.4124.4131.

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Esteban-Lloret, Nuria N., Antonio Aragón-Sánchez, and Antonio Carrasco-Hernández. "Determinants of employee training: impact on organizational legitimacy and organizational performance." International Journal of Human Resource Management 29, no. 6 (November 14, 2016): 1208–29. http://dx.doi.org/10.1080/09585192.2016.1256337.

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Arif, Sadia, and Aman Akram. "Transformational Leadership and Organizational Performance." SEISENSE Journal of Management 1, no. 3 (July 6, 2018): 59–75. http://dx.doi.org/10.33215/sjom.v1i3.28.

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The study is an investigation of transformational leadership impact on organizational performance; the mediating role of organizational innovation. The study revealed that organizational innovation has mediated significant impact on organizational performance. The research found that transformational leadership and organizational performance has strong relationship. Therefore, it will help the managers to create such leadership style in the organizations. Pakistani organizations need an environment where leaders motivate and encourage the employees who are wishing to become more creative and effective in leading the successful organizations.

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Munir, Misbachul, and Samsul Arifin. "Organizational Culture and Impact on Improving Employee Performance." Journal of Social Science Studies (JOS3) 1, no. 2 (July 28, 2021): 65–68. http://dx.doi.org/10.56348/jos3.v1i2.15.

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The policy of the management in the organization is to introduce organizational culture to its employees which will help employees to get to know the organizational system as a whole and integrated with work behavior. A proper understanding of organizational culture must lead to an increase in employee performance and is a contribution to the realization of organizational goals. Organizational culture needs to be developed in such a way as to improve employee performance and continuously develop quality awareness. Thus, the purpose of this study is to analyze and determine the influence of organizational culture on employee performance. The research was conducted in a small business that trades through online media and has 17 employees. The data analysis technique used a simple regression test. The results of this study mostly show a positive relationship between a strong culture and improved performance. Based on this research, it can be concluded that organizational culture has a positive and significant effect on employee performance.

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Chen, Taibo, Shuaikang Hao, Kaifang Ding, Xiaodong Feng, Gendao Li, and Xiao Liang. "The impact of organizational support on employee performance." Employee Relations: The International Journal 42, no. 1 (January 6, 2020): 166–79. http://dx.doi.org/10.1108/er-01-2019-0079.

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Purpose Building on organizational support theory and social exchange theory, the purpose of this paper is to study the impact of organizational support on employee performance (EP) in the context of flexible manufacturing. In particular, the authors aimed to investigate the mediating role of employee attitude between organizational support and EP, and the moderating role of organizational justice (OJ). Design/methodology/approach A total of 180 participants from 36 work teams employed in 7 large automotive manufacturing enterprises in China were surveyed using a questionnaire designed by the authors. Multiple linear regressions were used to test the proposed hypotheses. Findings The results revealed four new performance indicators of frontline workers in the context of flexible manufacturing: continuous learning, teamwork, problem solving and active work. Organizational support can be divided into reinforcing support and inhibitive support. Reinforcing organizational support has a positive effect on new performance of frontline workers, and a sense of belonging plays a strong mediating role between them. Inhibitive organizational support plays an important role in the sense of awe (SA) of employees, but the SA has no influence on new performance of frontline workers. OJ plays a strong moderating role between organizational support and employee attitudes. Originality/value This study is one of the first attempts to explore the performance of frontline workers in the context of flexible manufacturing and contributes to the existing literature on the relationship between organizational support and EP.

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Philip Adekanmbi, Foluso, and Wilfred Isioma Ukpere. "Organizational performance in the post-COVID-19 era: The predictors’ impacts." Problems and Perspectives in Management 20, no. 3 (September 7, 2022): 274–84. http://dx.doi.org/10.21511/ppm.20(3).2022.22.

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This paper assesses the impacts of teleworking, perceived technostress, and job insecurity on the organizational performance (OP) of Nigeria’s business organizations in the post-COVID-19 era. The sample was obtained from 10 business organizations in the Oyo and Lagos States of Nigeria. This investigation espoused a cross-sectional scientific study involving surveys. In the current investigation, survey forms were randomly distributed among 300 employees. Of the 300 surveys floated, 277 were fitting for scrutiny and analyzed using Statistical Packages for Social Sciences (SPSS version 28). The current study established a positive impact of teleworking on organizational performance. Besides, it showed a substantial negative impact of technostress on organizational performance. It further noted that perceived job insecurity negatively affects organizational performance.Moreover, this study showed a significant joint strong influence of teleworking, technostress, and job insecurity on the organizational performance of Nigeria’s business organizations in the post-COVID-19 era. Thus, management should encourage the work practice that allows employees to work at the agreed location since findings indicated a substantial and positive influence of teleworking on organizational performance in the post-COVID-19 era. Besides, employers need to increase their workers’ capability for information technology-enabled creativeness to mitigate the negativity generated by technostress. Also, management should ensure that employees have access to information, constantly communicate, and participate in organizational processes to better overcome perceived insecurity and emotional distress. Furthermore, the information and communication must hint at the prospect and stability of post-COVID-19 services. Consequently, employees’ perceptions of organizational identification are promoted. AcknowledgmentWe acknowledge the Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, under Professor Wilfred Isioma Ukpere, for funding this study and its publication.

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Mishra, Amresh Kumar. "Impact of Organizational Culture on Performance and Effectiveness." ECS Transactions 107, no. 1 (April 24, 2022): 3343–54. http://dx.doi.org/10.1149/10701.3343ecst.

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Organizational performance and effectiveness have remained one of the prime objectives of all businesses. Various social, economic, and environmental factors, along with organizational functions, influence the performance and organizational effectiveness. This research sets up a model of organizational culture on performance and effectiveness that was examined through literature reviews and past work done on the subject area and the theoretical framework is used. The four attributes studied augurs well of other effectiveness factors, such as quality, staff happiness, morale, and broad performance. This study argues that culture can be found to be an integral part of adaption process of any firm and it suggests that identified culture attributes should be examined to find its impact on performance and effectiveness. The research assessed organizational performance and effectiveness that is not always dependent on strategies or other visible factors, but may have root cause into organizational culture and its traits.

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Al-Azzawi, Thura, and Tugberk Kaya. "The Impact of Cloud Computing on Organizational Performance." International Journal of Cloud Applications and Computing 11, no. 4 (October 2021): 136–51. http://dx.doi.org/10.4018/ijcac.2021100108.

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The use of cloud computing has remarkable advantages in business performance. It is related especially in the portion of the organizational environment, such as organizational culture and organizational agility. Organizational agility provides an easier process to search and retrieve knowledge and allow the businesses to utilize and apply this knowledge to get high-quality services. Agility and culture factors can help organizations to enhance their cloud computing adoption. The achievement of any organization is dependent upon human resources. With human resources, the organization can develop its employees by sharing knowledge, skill, and experience of personnel. Expert cloud has a significant impact on and direct relation with human resources as it facilitates the communication among human resources better, more efficiently, and reduces the cost of the service. In this paper, the authors discuss the relationship between expert cloud and human resources to enhance the organizational performance through the assistance of organizational agility and culture.

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Nour, Mohamed Abdalla. "The Impact of ERP Systems on Organizational Performance." International Journal of Enterprise Information Systems 19, no. 1 (September 6, 2023): 1–29. http://dx.doi.org/10.4018/ijeis.329960.

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Research on the link between investments in ERP systems and organizational performance has often led to mixed results. Besides internal organizational factors, many external contextual factors come into play. This study examined the role of firm size, industry, and duration of ERP system's use in influencing the performance impact of ERP systems through moderating the relationships between antecedent variables, ERP-induced benefits, and improvement in overall organizational performance. Using a sample of 200 participant firms, and structural equation modeling (SEM) analysis, the author confirmed the significant role of business process re-engineering and organizational fit and alignment as antecedents to ERP-induced benefits in information quality, and coordination/integration. Data and information quality was in turn confirmed as a significant predictor of organizational performance. Furthermore, the roles of industry, firm size, and time elapsed were also confirmed as significant moderators to the influence of the antecedent variables on ERP benefits and organizational performance.

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ALmahasneh, Yousef Amin Salman, Mohd Shaari Bin Rahman, Khatijah Binti Omar, and Siti nur ‘Atikah Zulkiffli. "IDEALIZED INFLUENCE, INSPIRATIONAL MOTIVATION, ORGANIZATIONAL CULTURE AND ORGANIZATIONAL PERFORMANCES." Journal of Southwest Jiaotong University 57, no. 1 (February 28, 2022): 99–117. http://dx.doi.org/10.35741/issn.0258-2724.57.1.10.

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This study applied transformational leadership and perspective theory to ascertain the impacts of idealized influence and inspirational motivation on organizational culture. Data were gathered from information technology firm managers in Jordan, utilizing a quantitative approach – there were three levels of managers involved. Structural equation modeling with partial least squares (PLS-SEM) was used for data analysis. The results show positive impacts of idealized influence and inspirational motivation on organizational culture. The positive impact of idealized influence and inspirational motivation on organizational performance implies that organizational culture mediates the relation between idealized influence, inspirational motivation, and organizational performance. Several interesting findings were highlighted for the Information Technology sector in Jordan. Relevant companies worldwide could peruse the findings of this study to improve their organizational culture and performance. The current study adds to the epistemology new framework covering the transformational leadership theory perception to address the factors that influence organizational performance, including the transformational leadership styles to achieve superior performance through the activation of organizational culture.

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M. Anwarul Islam, K., Md Fakhrudoza Bari, Sami Al-Kharusi, Abul Bashar Bhuiyan, and Md Faisal-E-Alam. "Impact of transformational leadership, human capital, and job satisfaction on organizational performance in the manufacturing industry." Problems and Perspectives in Management 21, no. 3 (August 28, 2023): 382–92. http://dx.doi.org/10.21511/ppm.21(3).2023.31.

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This study aims to examine the factors that affect organizational performance in the manufacturing industry of Bangladesh. This study identifies transformational leadership, human capital, and job satisfaction as significant determinants of organizational performance. The analysis focused on the employees of diverse manufacturing organizations in Bangladesh treated as the targeted population. The data collection was conducted using a survey methodology, wherein a questionnaire was distributed to the participants via postal mail along with a cover letter to enhance comprehension. The ultimate sample consisted of 294 participants, obtained from a pool of 400 individuals who were sent survey questionnaires. The response rate for the survey was 73.5%. Furthermore, a significance level of 5% was employed to assess the hypotheses, and the data pertaining to the research objective of this study were analyzed using SPSS software. The study results indicate that organizational performance is significantly influenced by transformational leadership, human capital, and job satisfaction. These three independent variables explain (R2) 59.6% variance in organizational performance. It is also found that transformational leadership (β-value = 0.443) has the highest impact on the organizational performance of manufacturing firms. This study provides implications for organizational management to improve long-term organizational performance.

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Pradhan, Gopal Man. "Impact of Performance Appraisal on Organizational Performance of Service Organizations in Nepal." Batuk 6, no. 2 (July 1, 2020): 31–41. http://dx.doi.org/10.3126/batuk.v6i2.34490.

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In the current business world, humans are considered as the success factor for any business. For this reason, reputed business firms are trying to hire the best human resource that is available in the market so that the firms can maintain its image and goodwill in the future as well. This study is based on the impact of performance appraisal on organizational performance of service sector institutions consisting of hospitals of Nepal. It is found that the performance appraisal systems have positive correlation with organizational performance. Regression coefficients of performance appraisal positively contribute to organizational performance explained by employee commitment, quality work life and work flexibility. It means that if Nepalese service sector invests a significant amount and effort for development of proper performance appraisal system, it can improve organizational performance.

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Darmawan, Slamet, Novia Agusvina, Sofian Lusa, and Dana Indra Sensuse. "Knowledge Management Factors and Its Impact on Organizational Performance: A Systematic Literature Review." JOIV : International Journal on Informatics Visualization 7, no. 1 (February 27, 2023): 161. http://dx.doi.org/10.30630/joiv.7.1.1644.

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Knowledge management can help organizations to improve their performance. Many studies show that knowledge management impacts organizational performance. Human capital is considered a mediating role in knowledge management's impact on organizational performance, but it is still blurred, and only a few studies are related to this issue. Moreover, various factors influence knowledge management, such as organizational structure, culture, technology, strategy, trust, and leadership, but maybe other factors have not been identified. This factor can help knowledge management impacts organizational performance. This study was conducted to determine how the human capital role mediates the impact of knowledge management on organizational performance and determine another factor that affects knowledge management, which can impact organizational performance. This study was based on the Systematic Literature Review (SLR), which includes 37 articles published from 2016 to 2021. The study showed that human capital mediates the impact of knowledge management on organizational performance directly and indirectly through innovation. Meanwhile, organizational structure, culture, trust, leadership, human behavior, human resources practices, technology, and strategy are identified as factors that affect knowledge management, whereas human resources practices affect human behavior and leadership. Finally, we proposed a conceptual model that described how knowledge management factors impact human capital and organizational performance. This research can contribute to enriching knowledge management theory and be used to give recommendations for improving the implementation of knowledge management. Further research involves data collection, and empirical analysis needs to be conducted in an organization to examine the conceptual model.

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Tua LG, Lambas Marasi, and Kurniawati Kurniawati. "Antecedents of Organizational Change and Its' Consequence towards Organizational Performance." GATR Global Journal of Business Social Sciences Review 9, no. 4 (December 30, 2021): 261–72. http://dx.doi.org/10.35609/gjbssr.2021.9.4(3).

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Objective - The research was conducted to identify the positive influence of transformational leadership and organizational commitment towards organization change and the influence of change on learning and its' implication onorganizational performance. Methodology/Technique - The research design method is a hypothesis-testing approach. Units of research analysis areemployees of BUKU 3 and BUKU 4 Banks in Jakarta who have a supervisory function. The study data is cross-sectional obtained in a specified time period. Data was obtained through distributing online questionnaires containing statements to be responded with a minimum of 365 respondents required. Structural Equation Model was used to test the model of the research and AMOS software is used for data processing. Finding - The major finding of the research is that transformational leadership is not directly related to positive performance of the organization but more on how transformational leaders are able to manage organizational change that in the end will have a positive impact on organization performance.Organizational change also perceived has no positive impact on learning and learning also has no direct and mediating impact on positive organizational performance. Novelty - Type of Paper - Keywords: Change; Leadership; Organizational Commitment; Organizational Change; Organizational Learning; Organizational Performance.

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Bakhsh Magsi, Hussain, Tze Ong, Jo Ho, and Ahmad Sheikh Hassan. "Organizational Culture and Environmental Performance." Sustainability 10, no. 8 (August 1, 2018): 2690. http://dx.doi.org/10.3390/su10082690.

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Because it has become more and more urgent for organizations to implement environmental strategies with the support of organizational culture, this study considers it necessary to conduct an empirical study to examine the impact of organizational culture on environmental performance. Synthesizing the perspectives of organizational culture and environmental performance, we applied a theoretical model in the manufacturing industry of Pakistan linking an organizational culture that supports environmental practices for better environmental performance. Based on a survey of 314 manufacturing firms, using Smart-PLS, the current study found that adaptability, mission and consistency positively affect environmental performance. However, involvement does not have an effect on environmental performance. Additionally, organizational culture as a latent variable has a strong impact on environmental performance. The study is one of the first, to the author’s knowledge that links OC and EP in a developing economy, in this case Pakistan.

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Suša Vugec, Dalia, Vesna Bosilj Vukšić, Mirjana Pejić Bach, Jurij Jaklič, and Mojca Indihar Štemberger. "Business intelligence and organizational performance." Business Process Management Journal 26, no. 6 (March 29, 2020): 1709–30. http://dx.doi.org/10.1108/bpmj-08-2019-0342.

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PurposeOrganizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM) initiative, which also aims to improve organizational performance. Although some findings from the literature indicate that BI implementation has a positive impact on organizational performance, the impact seems to be indirect. Therefore, the purpose of this study is to enhance the understanding of how BI maturity is translated into organizational performance. Alignment of BI and BPM initiatives seems one possible way for creating business value with BI, particularly because BI enables process performance measurement and management, which allows the BI initiative to become more business focused.Design/methodology/approachA questionnaire was prepared and used to collect data in Croatian and Slovenian organizations with more than 50 employees. A BI–BPM alignment measurement instrument was developed for the purpose of this study using the recommended process of scale development and validation. A total of 185 responses were analyzed by the structural equation modeling technique.FindingsOur results provide evidence that the effect of BI on organizational performance is fully mediated by alignment of BI and BPM initiatives, and therefore, BI business value can be generated through the use of common terminology and methodologies, as well as a strong communication between BI and BPM experts, managers and teams in order to coordinate the two initiatives.Originality/valueThis study has responded to the call for better understanding of how the impact of BI on organization performance is realized. It confirmed that BI and BPM initiatives should be aligned in order to give BI a business value.

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Bencsik, Andrea, and Tímea Juhász. "The impact of technostress on organizational functioning." Problems and Perspectives in Management 21, no. 1 (February 13, 2023): 230–41. http://dx.doi.org/10.21511/ppm.21(1).2023.20.

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Research in recent years has shown that IT-enabled companies have higher productivity than their competitors. The new and latest technological solutions enrich the range of tools available to workers, ensuring that information is always available, communication is easier, and customers are better served. At the same time, these opportunities also create psycho-social pressures that strain workers’ working and private lives and can lead to further problems of techno-addiction. The study aims to investigate the relationships between the characteristics of technostress and their combined impact on trust within the organization between human-human and human-technology relationships. The quantitative study involved 531 respondents. Responses were analyzed using IBM SPSS 28 and IBM AMOS 27. The results show that there is undoubtedly a close relationship and a mutually generating effect between technostress characteristics, which substantially impact trust within the organization. However, trust is still stronger in personal relationships than in human-technology relationships. According to the respondents, the level of preparedness, technological knowledge, and expectations influence trust in the use of technology, which also affects performance and work-life balance. AcknowledgmentThis study is supported by the Research Centre at Faculty of Business and Economics (No. PE-GTK-GSKK A095000000-4) of University of Pannonia (Veszprém, Hungary).

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Iskamto, Dedi. "Organizational Culture and Its Impact on Employee Performance." International Journal of Management and Digital Business 2, no. 1 (May 17, 2023): 47–55. http://dx.doi.org/10.54099/ijmdb.v2i1.584.

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This study aims to analyze the influence of organizational culture on employee performance, explore the factors that influence an effective organizational culture. This research uses quantitative methods. Processing and hypothesis testing using SPSS version 25. The research location is a government institution in Riau Province. The population in the study were all office employees. In this study, sampling used a saturated sample, that is, if the population is smaller than 100 people, then the population is used as a sample, so that the number of samples studied is 35 employees. the results indicated that Organizational culture significant effect on performance. . It was found that Organizational Culture contributed 26.6% to employee performance, the remaining 73.4% was influenced by factors not examined in this study.

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Roy, Rudrajit Sinha. "Downsizing – Overall Impact on Workforce and Organizational Performance." International Journal of Management Studies VII, no. 1 (January 31, 2020): 01. http://dx.doi.org/10.18843/ijms/v7i1/01.

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