HCL Technologies: Employee First, Customer Second

2017 ◽  
pp. 1-25
Author(s):  
Kamalini Ramdas ◽  
Ravindra S. Gajulapalli
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Employee Engagement ◽  
Customer Experience ◽  
It Services ◽  
A Value ◽  
New Strategy ◽  
Strategic Goals ◽  
Transparency And Accountability

HCL Technologies, a major Indian IT services company, rolled out a radical new strategy, “Employee First, Customer Second” (EFCS) in 2005. The strategic goals for EFCS were to create a unique employee organization, drive an inverted organizational structure, create transparency and accountability within the organization, and encourage a value-driven culture. The case describes the different aspects of this program, and its impact on employee engagement, customer experience, financial performance, and innovation in 2005–08.

ANALISIS KINERJA DAN RASIO KEUANGAN PADA PT. PEGADAIAN ( PERSERO ) TAHUN 2018-2019

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Herlin Herlin ◽  
Rina Trisna Yanti
Keyword(s):  
Financial Performance ◽  
Profit Margin ◽  
Interval Scale ◽  
Current Ratio ◽  
Return On Equity ◽  
Financial Ratio ◽  
A Value ◽  
Criterion Score ◽  
Net Profit ◽  
Equity Ratio

ABSTRACTThe purpose of this study is to determine the financial performance of PT. Pegadaian (Persero) Tbk in 2018-2019.The results showed that the total score of financial performance of PT. Pegadaian (Persero) is on an unhealthy interval scale, which is at a total criterion score of 50 - 65 (Minister of BUMN Nomo: Kep-100 / MBU / 2002. These results indicate that the financial performance of PT. Pegadaian (Persero) Tbk using the ratio finance, namely the cash ratio in 2018 obtained a value of 130.1 with a score of 10 and in 2019 a score of 129.1 and a score of 8 (very healthy). Calculation of the current ratio in 2018 with a value of 1.17 and a score of 0, while the year 2019 with a score of 0.39 and a score of 0 (unhealthy). Debt to Equity Ratio in 2018 with a score of 162.4 and a score of 10, while in 2019 the score was 183.2 with a score of 10 (very healthy). Debt to Total Asset Ratio in 2018 with a score of 61.8 and a score of 0, while in 2019 the value was 64.6 with a score of 0 (unhealthy) .The Gros Profit Margin ratio in 2018 shows a value of 31.9 with a score of 8.5 and in 2019 the score is 23.9 and a score of 8.5 (Very Healthy) Net Profit Margin ratio for the year 2018 shows a value of 24.2 with a score of 8.5 and in 2019 a score of 17.5 and a score of 8.5 (Very Healthy). The Return On Investement (ROI) ratio in 2018 scored 11.6 with a score of 8.5 and in 2019 with a score of 17.9 and a score of 8.5 (Very Healthy) and the Return On Equity (ROE) ratio, throughout 2018 with a value of 44.4 and a score of 8.5 and in 2019 with a value of 47.9 and a score of 8.5 (very healthy).Keyword : Ferformance Financial, Financial Ratio

The Impact of Strategy And Structure On The Organizational Performance of Restaurant Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Eliza Ching-Yick Tse ◽  
Michael D. Olsen
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Organizational Performance ◽  
Positive Impact ◽  
Strategy Implementation ◽  
Management Literature ◽  
Primary Means ◽  
Restaurant Firms ◽  
And Performance ◽  
The Impact

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

scholarly journals Employee Engagement and Perceived Financial Performance: A Serene Insight

2017 ◽  
Vol 10 (12) ◽  
pp. 88
Author(s):  
Y. Anuradha Iddagoda ◽  
Kennedy D. Gunawardana
Keyword(s):  
Sri Lanka ◽  
Job Performance ◽  
Financial Performance ◽  
Employee Engagement ◽  
Wide Spread ◽  
Mediating Role ◽  
Hr Managers ◽  
The Relationship ◽  
Vast Range

Employee engagement encompasses and connects a vast range of management discipline which turns it to be a wide spread concept. The correlation between employee engagement and perceived financial performance has rarely been studied. The intention of this study scrutinizes the connection between employee engagement and perceived financial performance. Based on data extracted from 67 HR managers in the listed companies in Sri Lanka, the study investigates two hypothesized relationships; the relationship between employee engagement and perceived financial performance, and the mediating role of employee job performance on the relationship between employee engagement and perceived financial performance. These ideas initiate important discussion for academics and practitioners.

scholarly journals The Impact of Corporate Social Responsibility on Firm’s Financial Performance in Malaysia

2018 ◽  
Vol 13 (3) ◽  
pp. 220
Author(s):  
Dilashenyi Devi Selvarajah ◽  
Uma Murthy ◽  
Mathavi Massilamani
Keyword(s):  
Financial Performance ◽  
Employee Engagement ◽  
Quantitative Research ◽  
Linear Regression Analysis ◽  
Sampling Technique ◽  
Multiple Linear Regression Analysis ◽  
Research Approach ◽  
Business Risk ◽  
Company Reputation ◽  
The Impact

The present research aims at investigating the impact of CSR on firm’s financial performance in Malaysia. Based on gaps in extant literature, the current study hypothesizes that four (4) independent variables comprising business risk, company reputation, employee engagement and stakeholder concern will exert statistically significant influences on the dependent variable, firm’s financial performance. The research employs a quantitative research approach whereby a sample 153 respondents were collected using a stratified random sampling technique. Employing SPSS software, multiple linear regression analysis was carried out. The results of multiple regression revealed that out of the four (4) hypotheses of the research, three (3) were supported whilst one (1) was not. In particular, it was shown that business risk, company reputation and stakeholder concern exert statistically significant influences on firm’s financial performance. However, there was no enough evidence to support the claim that employee engage can significantly influence firm’s financial performance. Several implications from the research were further discussed and elaborated.

Employees and sustainability: the role of incentives

2016 ◽  
Vol 31 (4) ◽  
pp. 820-836 ◽  
Author(s):  
Kimberly K Merriman ◽  
Sagnika Sen ◽  
Andrew J Felo ◽  
Barrie E Litzky
Keyword(s):  
Financial Performance ◽  
Employee Engagement ◽  
Status Quo ◽  
Organizational Sustainability ◽  
Content Type ◽  
Incentive Effects ◽  
Environmental Objectives ◽  
Wide Range ◽  
The Individual

Purpose – Organizational sustainability has become a priority on many corporate agendas. How to integrate sustainability efforts throughout the organization, however, remains a challenge. The purpose of this paper is to examine two factors that potentially enhance incentive effects on employee engagement in environmental objectives: explicit organizational values for sustainability and the performance objective’s complementarity with incented financial objectives. Design/methodology/approach – The authors employed a quasi-experimental design in which participants were randomly assigned to one of four conditions, including a status quo condition against which the treatments were contrasted. Participants (n=400) were comprised of a cross-section of US employees from a wide range of occupations and industries. A post hoc qualitative analysis provided additional insights. Findings – Incentive effects were enhanced (i.e. preference for the environmental objective was significantly higher) when the environmental project offered complementary benefits for financial objectives, but not when organization values emphasized sustainability. An entrenched status quo bias for financial performance was discerned among a subset of the sample. Research limitations/implications – Management scholars must pay close attention to the role of implicit norms for financial performance when investigating employee engagement in organizational sustainability efforts. From an applied perspective, framing sustainability objectives to emphasize financial benefits consistent with a financial mission may maximize employee engagement. Originality/value – This study contributes to understanding of organizational sustainability efforts at the individual employee level of analysis, a conspicuously small part of the organizational research surrounding this topic.

scholarly journals Information of Technology Service Governance Capability Level Audit on Khairun Ternate University (Case Study, System Information of Kubermas)

2021 ◽  
Vol 328 ◽  
pp. 04004
Author(s):  
Satria Dwi Surya ◽  
Amal Khairan ◽  
MS Ahmad ◽  
Hairil Kurniadi Sirajuddin ◽  
Zainuddin
Keyword(s):  
Information System ◽  
It Services ◽  
Ability Level ◽  
Whole Process ◽  
A Value ◽  
Technology Service ◽  
System Information ◽  
Information Technology Capability ◽  
Capability Level

The Information system KUBERMAS (SIMAS) in an organization or information management plays an important role as an asset for the company, because it is very necessary for good and structured management of the information system. The purpose of this study was to see the results of the level of information technology capability at the LPPM Khairun Ternate University using the COBIT 5 framework in order to help universities in IT strategy and IT services. The results of the SIMAS audit at the capability level using the COBIT 5 framework were found at an average level of 2 managed processes. The result ability level or SIMAS ability level at LPPM Khairun University in the whole process of the MEA01 and BAI01 domain is at level 2 which is managed with a value process of 2.21 at this level the process has been implemented and managed appropriately and maintained. Management that has been set is controlled and executed.

scholarly journals Financial equilibrium as the special capital condition in holding: abilities to achieve

2019 ◽  
Vol 81 (1) ◽  
pp. 351-356
Author(s):  
L. V. Kislitsyna ◽  
S. A. Kapustina
Keyword(s):  
Financial Performance ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Point Of View ◽  
Financial Equilibrium ◽  
Condition Estimation ◽  
Financial Condition ◽  
Strategic Goals ◽  
Current Article ◽  
Special Rules

Modern company development requires not only tactical and strategic goals settings. It also requires to meet specific financial requirements for capital conditions. As it widely known company's capital conditions estimates with financial performance indicators. This method is quite discussion, nevertheless it still widely applicable. From our point of view, «financial equilibrium» as a one of group key financial performance indicator is crucial. In the capital condition estimation while discussing its adequacy to financial equilibrium, special attention should be given to such performance indicators as: liquidity, risk and yield. Balancing those parameters allows to management by default to achieve financial condition that required. Shown issue reveals its especial actuality for holdings, due to its complicated structure of inner communications which made it hard to achieve tactical and strategic goals that been set. Holdings needs to develop and apply special rules for structuring capital flows, which allows to achieve financial equilibrium. This article is about Financial liability limits as a one of factors that impacting holding capital condition. Current article based on researching of the practical approach of financial liabilities limits. Key conclusions revealed in the article.

scholarly journals Transformational Leadership in The Hotel Industry: A New Look at The Service-Profit-Chain Concept

2020 ◽  
Vol 3 (2) ◽  
pp. 98-109
Author(s):  
Evelyn Devina Teguh ◽  
Devie Devie ◽  
Serli Wijaya
Keyword(s):  
Transformational Leadership ◽  
Service Quality ◽  
Financial Performance ◽  
Employee Engagement ◽  
Business Strategy ◽  
Hotel Industry ◽  
Partial Least Square ◽  
Least Square ◽  
Hotel Managers ◽  
Service Profit Chain

Employee engagement is essential to the Service-Profit-Chain concept as the factor to produce high quality service that would meet or exceed customer expectations. However, despite its suggested advantages, limited knowledge is known about what causes employee engagement. This study attempts to understand the Service-Profit-Chain concept more comprehensively, by encompassing transformational leadership as the preceding factor to employee engagement. It aimed to examine the role of transformational leadership in shaping employee engagement and service quality which lead to financial performance. The sample groups taken were among the star-rated hotels located in Surabaya, Indonesia. Each hotel was represented by three groups namely: hotel managers, staff, and hotel customers. The Partial Least Square-SEM method was applied to evaluate the hypothesized model. The results revealed that the effect of transformational leadership on financial performance is mediated by employee engagement. However, service quality cannot mediate the effect of transformational leadership on financial performance. It is interesting to note that Service-Profit-Chain has some limitations in practice, depending on the organization’s strategy. This study is among a few attempts to contribute to a better understanding of the Service-Profit-Chain concept application, with transformational leadership as the factor preceding employee engagement specifically in the hotel industry. It founds that the application of Service-Profit-Chain concept in the hotels have some constraints related to the business strategy that hotels select to penetrate the market.  

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