scholarly journals The Way That Companies Should Manage Their Human Resources As Their Most Important Asset: Empirical Investigation

2011 ◽  
Vol 1 (1) ◽  
Author(s):  
Abdalla Hagen ◽  
Igwe Udeh ◽  
Macil Wilkie
Keyword(s):  
Organizational Performance ◽  
Management Practices ◽  
Management Practice ◽  
Business Case ◽  
Practical Experience ◽  
Performance Reduction ◽  
Ranking Order ◽  
A Company ◽  
Status Differences ◽  
The Way

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;"><span style="mso-bidi-font-style: italic;">Although research reveals a direct relationship between a company&rsquo;s success and its commitment to management practices that treat its people as assets, trends in management practice are moving away from these principles. This study provides a sound business case confirming that the way a company manages its people is a real and enduring source of competitive advantage. Drawing on their practical experience, the surveyed CEOs agree that the seven management practices (selective hiring, extensive training, employment security, self-management teams and decentralization, comparatively high compensation contingent on organizational performance, reduction of status differences, and sharing information) suggested in this study are the way that companies should manage their people as their most important asset. However, there are differences in the ranking order of<span style="mso-spacerun: yes;">&nbsp;</span>management practices between CEOs and<span style="mso-spacerun: yes;"> </span>Pffer and Veiga </span><span style="mso-spacerun: yes;">&nbsp;</span><span style="mso-bidi-font-style: italic;">(1999).</span></span></span></p>

scholarly journals Management, Organizational Performance, and Task Clarity: Evidence from Ghana’s Civil Service

2020 ◽  
Author(s):  
Imran Rasul ◽  
Daniel Rogger ◽  
Martin J Williams
Keyword(s):  
Organizational Performance ◽  
Partial Correlation ◽  
Management Practices ◽  
Management Practice ◽  
Task Completion ◽  
Government Organizations ◽  
Management Quality ◽  
Ex Post ◽  
Original Survey ◽  
And Task

Abstract We study the relationship between management practices, organizational performance, and task clarity, using observational data analysis on an original survey of the universe of Ghanaian civil servants across 45 organizations and novel administrative data on over 3,600 tasks they undertake. We first demonstrate that there is a large range of variation across government organizations, both in management quality and in task completion, and show that management quality is positively related to task completion. We then provide evidence that this association varies across dimensions of management practice. In particular, task completion exhibits a positive partial correlation with management practices related to giving staff autonomy and discretion, but a negative partial correlation with practices related to incentives and monitoring. Consistent with theories of task clarity and goal ambiguity, the partial relationship between incentives/monitoring and task completion is less negative when tasks are clearer ex ante and the partial relationship between autonomy/discretion and task completion is more positive when task completion is clearer ex post. Our findings suggest that organizations could benefit from providing their staff with greater autonomy and discretion, especially for types of tasks that are ill-suited to predefined monitoring and incentive regimes.

scholarly journals Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110084
Author(s):  
Anthony Frank Obeng ◽  
Yongyue Zhu ◽  
Samuel Awuni Azinga ◽  
Prince Ewudzie Quansah
Keyword(s):  
Job Performance ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Social Exchange ◽  
Management Practices ◽  
Management Practice ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Work Passion

Organizational performance has made it imperative for rural and community bank management to employ the best organizational conditions that influence employee’s performance. Recent banking clean-up in Ghana has also emphasized the need for employees’ performance. This has become necessary to espouse management practices, employee behaviors, and attitudes that predict job performance. Drawing on social exchange theory and reciprocity norm, the study examines the effect of organizational climate on job performance. Valid responses received through a structured questionnaire were 431. Hierarchical multiple regression was employed to validate the hypotheses from the literature review. Relying on empirical data from Ghana, the findings revealed that, first, harmonious work passion partially mediated organizational climate and job performance relationship. Second, leader–member exchange negatively moderated the relationship between organizational climate and harmonious work passion. Finally, however, coaching as a management practice positively strengthened organizational climate and job performance relationship. The theoretical and practical contribution is also discussed.

scholarly journals Improving business performance through brand management practice

2016 ◽  
Vol 61 (208) ◽  
pp. 137-167 ◽  
Author(s):  
Sasa Veljkovic ◽  
Djordje Kalicanin
Keyword(s):  
Business Performance ◽  
Management Practices ◽  
Brand Management ◽  
Management Practice ◽  
Marketing Channel ◽  
Brand Performance ◽  
Channel Relationships ◽  
Industry Sectors ◽  
A Company ◽  
Domestic Companies

The aims of this study are to determine which variables are common as brand management practices, how these variables affect a company?s business performance, and whether there are statistically significant differences between companies in the sample in terms of individual elements of the Brand Management Practice (BMP) model. The research took place in Serbia, and comprised 118 managers and specialists involved in marketing and brand management. After validating the proposed BMP model, we found a link between certain variables of the model and companies? business performance. There are statistically significant differences between companies in terms of individual elements of brand management practice, and we identify three clusters: brand-guided companies, emerging brand companies, and brand-agnostic companies. They differ from each other in terms of: brand-oriented approach, innovativeness, brand support activities, unique marketing offers, marketing channel relationships, brand performance measurement, brand barriers, company size, and specific business area of a key-brand. They also differ according to estimated and actual business and financial performance. The results are valuable for explaining the main drivers of good brand management practice and their effects on business performance in different industry sectors. The implications for managers of domestic companies are also discussed.

scholarly journals Strategic human resource management in facilitating the organizational performance: Birds-eye view from Bangladesh

2020 ◽  
Vol 2 (1) ◽  
pp. 13-24
Author(s):  
Md. Mahfuzur Rahman Khan ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Theoretical Research ◽  
Organization Performance ◽  
A Company

Abstract Purpose: This study systematically explores and elaborates on strategic human resources management practices inside a company facilitating the intermediate variables of organization performance. Research methodology: Ten organizations with more or less similar yearly turnover and the same number of permanent employees have been used for this study. The analysis technique in this study uses data analysis developed by Miles et al. (2018) as follows; (a) data collection (b) data display and (c) concluding. Focus group discussions with the employees and management of those companies are being taken with the help of a semi-structured questionnaire. Results: The study's findings offered that the more strategic a company is with its human resource, the more turnover it can make, even if it has a similar number of human resources. Limitations: There are shortcomings in theoretical research on the process of strategic human resource management practices affecting organization performance. Contribution: This study offers a view to integrate and construct strategic human resource management activities affecting organization performance and provides a reasonable explanation and enlightenment for the understanding of further contribution.

scholarly journals EFFECTS OF CHANGE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE: THE CASE OF ETHIO TELECOM SOUTH REGION ETHIOPIA

2021 ◽  
Vol 5 (12) ◽  
Author(s):  
Aman Gemechu ◽  
Mustefa Ibrahim Wake
Keyword(s):  
Change Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Random Sampling ◽  
Management Practices ◽  
Management Practice ◽  
Simple Random Sampling ◽  
Research Approach ◽  
Quality Circle ◽  
Standard Quality

The main objective of this study was to investigate the effect of change management practices on organization performance in the case of ethio telecom south region. To attain this objective, 50 males and 19 females totally (69) respondents were selected using simple random sampling. The population of the study was employees, supervisors and managers of ethio telecom south region. Simple Random sampling was used to select the appropriate sample of the respondent and the shops were selected by purposive sampling with respect to balanced scorecard management practices, kaizen philosophy management practice and standard quality circle management practice. Descriptive research designs as well qualitative and quantitative research approach were employed in conducting the study. Data was collected using questionnaires and interviews and analyzed using SPSS Version 24. Descriptive analysis namely percentage, mean, standard deviation and inferential analysis namely multiple linear regression were employed. The study indicated that balanced scored cared, kaizen and standard quality circle management practiced in ethio telecom south region occasionally. Moreover, this study revealed that balanced scored cared, kaizen and standard quality circle management practice contributed to ethio telecom south region organizational performance to a great extent. The study also showed that there was significant relationship between balanced scored cared, kaizen and standard quality circle management practices and organizational performance of ethio telecom south region. This study further revealed that balanced scored card, kaizen and standard quality circle management practices had a positive effect on organizational performance of ethio telecom south region. Likewise, this study showed that kaizen management practice is statistically significant in predicting organizational performance. More importantly, this study recommended ethio telecom south region to practice the balanced scorecard

scholarly journals Justice perceptions of performance management practices in a company in the chemical industry

2015 ◽  
Vol 18 (4) ◽  
pp. 567-585
Author(s):  
Thanasagree Govender ◽  
Anton Grobler ◽  
Yvonne Trintje Joubert
Keyword(s):  
Performance Management ◽  
Chemical Industry ◽  
Business Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Management Practice ◽  
Measuring Instrument ◽  
Organisational Justice ◽  
Justice Perceptions ◽  
A Company

The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees’ justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010). The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that justice perceptions have a direct impact on both the organisational climate and employee morale.

scholarly journals The Effect of Information sharing and Inventory Management in the Supply Chain Practices on Firms’ Performance: Empirical Evidence from Some Selected Companies of Ethiopia

2021 ◽  
Vol 03 (01) ◽  
pp. 1-15
Author(s):  
Diriba Ayele Gebisa ◽  
Tika Ram
Keyword(s):  
Developing Countries ◽  
Supply Chain ◽  
Organizational Performance ◽  
Information Sharing ◽  
Inventory Management ◽  
Structural Equation ◽  
Missing Values ◽  
Management Practices ◽  
Management Practice ◽  
Data Entry

The objective of this paper is to investigate empirically the effect of information sharing and inventory management practice on firms’ performance. To achieve the stated objective the study targeted supply chain practices of some companies operating in Ethiopia. Data were collected from 170 respondents including employees, suppliers, and distributors of the companies under investigation. Before the analysis of data, the accuracy of data entry, the existence of missing values, normality of data distribution and outliers checked and proved the nonexistence of serious issues. The specified objective and proposed hypotheses in this study tested by structural equation modelling (SEM). The result shows information sharing and inventory management practices have a direct and significant effect on the firm’s performance. Similarly, the higher share of information leads to better inventory management practice, which in turn leads to a greater performance of firms. The study concludes that information sharing has both direct and indirect effects on a firm's performance in the supply chain practices; whereas inventory management practices have a direct effect on the firm's performance. Generally, the results of the study have major theoretical and practical implications. Theoretically, it offers concrete evidence on the significant effects of information sharing and inventory management in the supply chain practices on firm’s performance in developing countries; and hence contributes to the scarce body of literature and reduces the gaps of knowledge in the developing countries on the specified area of study. Besides the theoretical implication, practically the study allows the companies and industries under the considerations to recognize the significant effects of information sharing and inventory management practices on firm’s performance and to use this information to develop and enhance culture of information sharing and usage of sound inventory management techniques in the supply chain practices for the enhancement of organizational performance.

Management Practice in Small and Medium-Sized Enterprises: Problems and Solutions from the Perspective of Open Innovation

2021 ◽  
Vol 7 (4) ◽  
pp. 214
Author(s):  
Maris Millers ◽  
Elina Gaile-Sarkane
Keyword(s):  
Statistical Analysis ◽  
Management Practices ◽  
Visual Analysis ◽  
Management Practice ◽  
Self Assessment ◽  
Governance Model ◽  
Analysis Technique ◽  
Problems And Solutions ◽  
Cluster Analysis Technique ◽  
A Company

A large proportion of small and medium-sized enterprises are managed by their owners and founders. The goal of this research was to describe the diversity of management practices in owner-managed SMEs. Understanding this diversity will raise awareness of the challenges SMEs are facing and suggest possible solutions that will help improve their management and sustainability. In this study, 205 owner-managed SMEs with more than nine people employed were analyzed using a company self-assessment based on a tailor-made governance model. Data were analyzed using statistical analysis software in combination with a visual analysis. To group similar companies, the cluster analysis technique was used. The results showed a high diversity in how companies were managed and their performances. This research indicated that statistical analysis itself is not sufficient for exploring this diversity, and other approaches, such as visual analysis, must be used as well.

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

Impression management and legitimacy strategies: The BP case

2013 ◽  
pp. 35-64 ◽  
Author(s):  
Giovanna Michelon
Keyword(s):  
Impression Management ◽  
Management Practices ◽  
Legitimacy Theory ◽  
British Petroleum ◽  
Wide Range ◽  
Management Techniques ◽  
Disclosure Tone ◽  
The Empirical Analysis ◽  
A Company ◽  
Texas City

The aim of this paper is to study if and how impression management varies during different phases of the legitimation process, in particular during the legitimacy building and legitimacy repairing phases (Suchman, 1995). We aim at understanding whether and how the disclosure tone adopted by a company in the two different moments is diverse and thus functional to the intrinsic objective of the each phase. The empirical analysis focuses on the case of British Petroleum Plc. We investigated the impression management practices undertaken by the company both during the preparation of the rebranding operation, i.e. a situation in which the company is trying to build legitimacy; and during the happenings of two legitimacy crises, like the explosion of the refinery in Texas City and the oil spill in the Gulf of Mexico. The evidence appears in line with the theoretical prediction of legitimacy theory. Results show that while the company tends to privilege image enhancement techniques during the legitimacy-building phase, it uses more obfuscation techniques when managing a legitimacy-repairing process. Moreover, the analysis suggests that the company makes more extensive use of impression management techniques in the disclosures addressed to shareholders, investors and other market operators than in the disclosures addressed to the wide range of other stakeholders.

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