scholarly journals Applicability of Organizational Performance Indicators

2021 ◽  
pp. 16-21
Author(s):  
Eszter Fekete
Keyword(s):  
Organizational Performance ◽  
Individual Performance ◽  
Competitive Edge ◽  
Organizational Unit ◽  
Technological Advances ◽  
Real Performance ◽  
Measurement Methodology ◽  
Hr Function ◽  
Quantitative Indicators ◽  
Level Performance

Today’s changing environmental challenges and accelerating technological advances over the past decade have presented companies with new challenges. There is an increasing emphasis on human resources, which can give companies a real competitive edge. At the same time, the focus is on the development of HR systems and their connection to other systems that determine how companies operate. Individual performance evaluation, in close connection with other HR functions, nowadays, in addition to evaluation, which may have a development or remuneration function, is linked to the performance of the organization. Accurately defining the latter and developing its measurement methodology, though not primarily as an HR function in most cases, is essential in the pursuit of effective operation. It is worth defining the indicators that may apply to a particular organizational unit and, at a higher level, to the whole company. The definition, implementation and measurement of indices and KPIs presupposes that the specified qualitative and quantitative indicators provide an appropriate framework for the evaluation of real performance. The performance of individuals determines the performance of an organizational unit, which in aggregate also predicts corporate-level performance.

scholarly journals The Mediation Model of Interrelationships among 4 C’s of Work Environment, Employee Performance and Organizational Performance in Pakistani organizations

2018 ◽  
Vol 2 (3) ◽  
pp. 176-180 ◽  
Author(s):  
Saima Aftab ◽  
Komal Bhatti
Keyword(s):  
Organizational Performance ◽  
Work Environment ◽  
Career Planning ◽  
Employee Performance ◽  
Individual Performance ◽  
Strong Positive Correlation ◽  
Mediation Model ◽  
Management Communication ◽  
Services Sector ◽  
Organizational Performances

Objective and subjective aspects of Individual and Organizational performances (Valmohammadi & Roshanzamir, 2015) has been focus of research arena at number of instances to conclude about micro, meso and macro level phenomenas within organziations. This study aims to provide a unique outlook on 4 C’s of work environment (meso) and their interrelationship with Organizational Performance through i-e individual performance (micro). Career planning, Consultative management, Communication and Culture (performance oriented) are taken as 4 important C’s, constituting a comprehensive whole of Work environment. The study proposed two research hypotheses. Data was collected through 5 point Likert scale questionnaires, from 297 employees of 42 manufacturing and services sector firms in Pakistan. Bivariate Pearson’s Correlation, Preacher and Hayes Process v 3.0, Model 4, and Bootstrapping is used for data analysis. Results indicate that all four C’s of work environment have strong positive correlation with organziational perfomance through individual performance acting as a mediator.

Leadership Paradigm Affecting SGA to Drive Organizational Performance

2018 ◽  
pp. 100-120 ◽  
Author(s):  
Andrée Marie López-Fernández
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Negative Reinforcement ◽  
Individual Performance ◽  
Goal Achievement ◽  
Direct Impact ◽  
The World ◽  
Overall Performance ◽  
Perceptions Of Leadership ◽  
Strategic Goal

Leadership is one of the concepts that have been widely discussed by scholars and practitioners. In the pursuit of desired organizational performance, determined managers around the world have been persistently working towards the most effective style of leadership that may ensure success. A manager's leadership style, be it Democratic, Bureaucratic, or Autocratic, is essential and significantly responsible for collaborators' strategic goal achievement (SGA) or lack thereof; furthermore, collaborators' SGA has a direct impact on the organization's performance. The evaluation of individual performance based on strategic goal achievement commonly includes positive and/or negative reinforcement systems; in organizations operating in Mexico, these systems include recognition and rewards for strategic goal achievement and reprimand and public shaming for completion failure. It is the leaders' response to the effectiveness of strategic goal achievement that shapes collaborators' perceptions of leadership proficiency, satisfaction, and overall performance.

scholarly journals Emotional Intelligence a Critical Factor in Organizational Performance

2020 ◽  
Vol 1 (4) ◽  
pp. 10-39
Author(s):  
Neeta Baporikar
Keyword(s):  
Data Collection ◽  
Best Practices ◽  
Organizational Performance ◽  
Case Study Research ◽  
Critical Factor ◽  
Individual Performance ◽  
Qualitative Approach ◽  
Research Paradigm ◽  
Interpretative Research

The objective of this study is to understand how employee EI is a critical factor for improved organizational performance. Adopting a qualitative approach with a case study research design, a sample of 40 employees was selected from the organization; data collection was done through a questionnaire after pilot testing. An analysis is done using SPSS, within an interpretative research paradigm using thematic analyses. Findings reflect that understanding and knowledge on EI and its influence on the performance may add value to the organization as employees become aware of the best practices and contribute better for organizational performance. Further, it was also noted that EI is a significant predictor of job and organizational performance only if it is advocated and spearheaded through individual performance classified into the task and contextual performance.

Disclosure of Financial Information via the Internet by the Portuguese Local Authorities

2020 ◽  
pp. 196-226
Author(s):  
Helena Carla Antunes Mendes ◽  
Carlos Santos ◽  
Augusta Ferreira ◽  
Rui Pedro Figueiredo Marques ◽  
Graça Azevedo ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Public Management ◽  
New Public Management ◽  
Political Competition ◽  
Financial Information ◽  
The Internet ◽  
Local Authorities ◽  
Technological Advances ◽  
New Public ◽  
Use Of The Internet

In the context of new public management, public administration must be alert to the increasing needs of citizens, providing public organizations with efficient management systems in order to rationalize the financial resources and disseminate transparent and accurate economic and financial information to further assess the organizational performance. There have been recent technological advances, namely the use of the internet, that have influenced the way financial information is accessed. This work aims to assess the level of disclosure of financial information on the websites of local authorities in Portugal and the identification of possible factors that may influence the level of disclosure. Given the results in this study, it is time-consuming and difficult to find financial information on the websites. This hinders the users in their assessment on where and how mayors apply public resources. Among the factors tested, the size and political competition are the ones that seem to influence the level of disclosure of financial information on the website.

New evidence of the relationship between employee satisfaction and firm economic performance

2015 ◽  
Vol 44 (6) ◽  
pp. 906-929 ◽  
Author(s):  
Santiago Melián-González ◽  
Jacques Bulchand-Gidumal ◽  
Beatriz González López-Valcárcel
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Employee Satisfaction ◽  
Performance Outcomes ◽  
Firm Level ◽  
Content Type ◽  
Worker Satisfaction ◽  
The Impact ◽  
The Relationship ◽  
Level Performance

Purpose – Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. The purpose of this paper is to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (return over assets, operating margin, and revenue per employee). Design/methodology/approach – At different times and from two independent sources the authors obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analyzed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings – Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications – The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an internet-based sample there has been a lack of control over the individuals’ response process. Practical implications – Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Social implications – Employer review web sites are increasing their popularity. However, unlike the marketing field with consumers HR area has not taken advantage of this trend. The found results may contribute to highlight the importance of this kind of data. Originality/value – Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.

From Organizational Citizenship Behaviour to Team Performance: The Mediation of Group Cohesion and Collective Efficacy

2010 ◽  
Vol 6 (1) ◽  
pp. 55-75 ◽  
Author(s):  
Cheng-Chen (Timothy) Lin ◽  
Tai-Kuang (T. K.) Peng
Keyword(s):  
Organizational Performance ◽  
Collective Efficacy ◽  
Organizational Citizenship ◽  
Team Performance ◽  
Social Cognitive ◽  
Group Cohesion ◽  
Theoretical Argument ◽  
The Relationship ◽  
Level Performance ◽  
Practical Implications

AbstractWhat is the relationship between individual members' organizational citizenship behaviours (OCB) and team-level performance? Using a social cognitive perspective, the current study proposes that the relationship is mediated by a team's cohesion and collective efficacy. We collected data at two points in time from three sources with a sample of 462 salespersons representing 62 teams (62 branches) of a financial institute in Taiwan. The results support the theoretical argument that OCB positively influences organizational performance. Furthermore, group cohesion and collective efficacy fully mediated the direct effects of OCB towards individuals and the organization on team performance. Theoretical and practical implications of the results are discussed.

New Perspectives on Training and Technical Assistance: Moving from Assumptions to a Focus on Quality

1994 ◽  
Vol 19 (3) ◽  
pp. 223-232 ◽  
Author(s):  
Jay Buckley ◽  
David Mank
Keyword(s):  
Organizational Performance ◽  
Supported Employment ◽  
Technical Assistance ◽  
Radical Change ◽  
Severe Disabilities ◽  
Individual Performance ◽  
Service Organizations ◽  
Social Service Organizations ◽  
Service Staff ◽  
Basic Quality

The last decade was a period of radical change in our understanding of organizational performance and culture. A focus on quality has resulted in new ways of discussing and seeking to improve both organizational performance and individual performance. Current personnel training and technical assistance activities in services for persons with severe disabilities tend to be based on assumptions that pre-date these changes. In this article those assumptions are discussed. We review the quality perspective and describe how it changes relationships and roles among managers, direct service staff, and technical assistance and training providers. We believe that the focus on quality is applicable to all social service organizations. However, in this paper, we provide examples of the use of basic quality improvement structures in relation to training and technical assistance as applied primarily to supported employment.

scholarly journals Barnes & Noble, Inc.: Maintaining A Competitive Edge In An Ever-changing Industry

2011 ◽  
Vol 6 (4) ◽  
Author(s):  
Wendy Hall ◽  
Atul Gupta
Keyword(s):  
Chief Executive Officer ◽  
Book Industry ◽  
Chief Executive ◽  
Retail Industry ◽  
Competitive Edge ◽  
Technological Advances ◽  
On Line ◽  
Union Square ◽  
Discount Stores ◽  
Industry Trends

On Christmas Eve in 2007, Barnes & Noble’s Chief Executive Officer, Steve Riggio, sat in his Manhattan apartment overlooking the busy streets of NYC and was hoping that the last minute shoppers were making their Christmas purchases at the B&N Union Square flagship store.  However, he could not help but worry about the increasing competition in the retail industry, specifically, the book industry.  Riggio wondered if shoppers would even be in the stores or would they have already done their shopping on-line?  If they had done their shopping on-line, would they have used Barnesandnoble.com or Amazon.com?  In the midst of a struggling economy, would shoppers choose to shop at discount stores such as Costco or Target?  These were just a few of the questions that Riggio was asking himself at the end of a very tough year.  Riggio considered where Barnes & Noble would be in 5, 10, or even 20 years.  Unfortunately, with the increasing competition, technological advances, and changes in book industry trends, Riggio knew that the answers were not only complex; they were yet to be determined.

scholarly journals Employees training and its impact on learning and creativity: moderating effect of organizational climate

2019 ◽  
Vol 17 (2) ◽  
pp. 430-439
Author(s):  
Bhawna Chahar ◽  
Vinod Hatwal ◽  
Sona Sen
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Human Resource ◽  
Research Work ◽  
Mediation Effect ◽  
Employee Creativity ◽  
Mediating Role ◽  
Competitive Edge ◽  
Critical Resource ◽  
Employee Learning

Economic development of any country depends on its natural resources, as well as availability of human resource. Every aspect, actions and activities in an organization involve people. Out of various resources, the human resource management has become critical resource for gaining the competitive edge. Today, most of the countries are giving attention and putting their effort to the development and training of their human resources. Training is effort initiated by an organization to foster learning among its workers. Training and development are a continuous effort designed to enhance employee learning, as well as his/her creativity, which is helpful in improving employees’ competence and organizational performance. The present research work examines the moderating and mediating role of organizational climate between employees training and creativity. In a survey of 324 employees working in various SME of Dehradun area, it was found that both employee creativity and employee learning foster organizational climate. Further, the mediation effect of organizational climate on learning and creativity is different. The study shows that creativity is partially mediated, but learning has no significant effect on organizational climate. The study suggests that companies must focus on training their employees so that employees become creative and learn new practices for improving their competencies at work. The study also suggests finding the means of improving organizational climate because of its rich contribution towards improving employee creativity and learning.

scholarly journals The Alignment of Pay-For-Performance with the Strategy in Environment of Balanced Scorecard

2013 ◽  
Vol 12 (3) ◽  
pp. 151-182
Author(s):  
Kleber Albuquerque de Vasconcelos ◽  
Georgina Alves Vieira da Silva ◽  
Mário Teixeira Reis Neto ◽  
Kelly Soares Theotônio
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Pay For Performance ◽  
Individual Performance ◽  
Business Strategies ◽  
Management Tools ◽  
Economic Agents ◽  
The Balanced Scorecard ◽  
Compensation Management ◽  
Heavy Construction

According to Kaplan and Norton (1997) a fixed compensation no longer meets the diverse expectations of reward and remuneration of staff. In this scenario, the economic agents seek business management tools that allow connecting individual performance to organizational performance. Taking these in considerations, this study aims to analyze if the criteria for the use of pay-for-performance is in accordance with the organization's strategy expressed by the indicators and goals used in the Balanced Scorecard (BSC). A qualitative approach was through a field survey of descriptive character, using, for data collection, a structured questionnaire with open and closed questions. The sample consists of 17 Brazilian companies in three business segments (heavy construction, industry and technology / services) and leaders in the market in which they operate. The results showed that, although it was clear the use of indicators associated with the use of BSC, the pay-for-performance models studied did not included in a balanced way, the indicators associated with BSC. There is a dissonance between corporate rhetoric and practice and mainly, the non-recognition of compensation management as a tool for alignment and support business strategies

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