scholarly journals Medición del Desempeño Organizacional en las Micro y Pequeñas Empresas del Sector Manufacturero en México

2021 ◽  
Vol 17 (27) ◽  
pp. 58
Author(s):  
Ricardo Gallegos Murillo
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Manufacturing Sector ◽  
Research Approach ◽  
Small Companies ◽  
Performance Measurements ◽  
Productivity Costs ◽  
Phone Calls ◽  
And Performance ◽  
Installed Capacity

El desempeño organizacional facilita e impulsa el logro de los objetivos de la empresa a través de las personas. La tasa de mortalidad de las PYMES en México ha alcanzado el 4.5%; una adecuada administración y gestión del desempeño pudiera contribuir a decrecer dicha tasa. El objetivo de esta investigación fue medir el desempeño organizacional en las micro y pequeñas empresas del sector manufacturero. El enfoque de la investigación fue de naturaleza cuantitativa, el diseño fue no experimental y transaccional, el muestreo fue no probabilístico. La población bajo estudio fueron las micro y pequeñas empresas del sector manufacturero (excluyendo el de alimentos) de la ciudad de Chihuahua, Chihuahua, México. En el período de tiempo comprendido entre los meses de noviembre del 2018 a mayo del 2019. Se estableció contacto con los grupos de interés y se procedió a recabar retroalimentación a través de llamadas telefónicas, correos electrónicos y visitas físicas a las empresas. Los resultados arrojaron que las micro y pequeñas empresas de este sector no cuentan con los conocimientos necesarios para implementar mediciones del desempeño. Los principales indicadores para medir el desempeño de las PYMES en la que coinciden la mayoría de los autores fueron: calidad, productividad, costos, participación del mercado, recursos humanos, capacidad instalada y satisfacción del cliente. Organizational performance facilitates and drives the achievement of company objectives through people. The mortality rate of SMEs in Mexico has reached 4.5%; an adequate administration and performance management could contribute to decrease this rate. The objective of this research was to measure organizational performance in micro and small companies in the manufacturing sector. The research approach was quantitative in nature, the design was non-experimental and transactional, the sampling was nonprobabilistic. The population under study was the micro and small enterprises of the manufacturing sector (excluding the food sector) of the city of Chihuahua, Chihuahua, Mexico. In the period of time between the months of November 2018 to May 2019. Stakeholders were contacted and feedback was obtained through phone calls, emails and physical visits to the companies. The results showed that micro and small companies in this sector do not have the necessary knowledge to implement performance measurements. The main indicators to measure the performance of SMEs in which most of the authors agree were: quality, productivity, costs, market share, human resources, installed capacity and customer satisfaction.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

Business Environment as Key Driver of SME Performance

2021 ◽  
pp. 239-263
Author(s):  
Olalekan Asikhia ◽  
Vannie Naidoo
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Business Environment ◽  
The Body ◽  
Environmental Turbulence ◽  
Market Environment ◽  
Negative Effects ◽  
Body Of Knowledge ◽  
Validated Questionnaire ◽  
And Performance

The chapter established the effects of Nigerian market environment on SMEs performance. An empirical study was conducted with survey research design of 21,444 firms and a sample size of 1,102 was arrived at scientifically. Probability sampling methods were employed. An adapted validated questionnaire, and a 0.82-0.96 reliability coefficients range was used. Inferential statistics were used to analyse the data using SPSS software version 22.0. The findings reveal that Nigerian market environment had significant negative effects on the SME performance. The different components of the Nigerian market environment have different effects on the SME performance. The results imply that the environmental turbulence could be responsible for the high failure rate of SMEs in Nigeria. The study contributes to the body of knowledge on environmental and performance management by noting the criticality of the industry market environment in facilitating organizational performance.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

A competency framework for contractual workers of manufacturing sector

2019 ◽  
Vol 51 (3) ◽  
pp. 152-164 ◽  
Author(s):  
Musarrat Shaheen ◽  
MD Sikandar Azam ◽  
Mahesh Kumar Soma ◽  
T. Jagan Mohan Kumar
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Manufacturing Sector ◽  
Empirical Studies ◽  
Training And Development ◽  
Content Type ◽  
Competency Based ◽  
And Performance ◽  
Recruitment And Selection ◽  
Depth Interviews

PurposeThe purpose of this paper is to develop a competency dictionary and model for contractual workers of the steel manufacturing sector of India.Design/methodology/approachIn-depth interviews with 30 supervisors and behavioral events interviews (BEIs) with 40 contractual workers were conducted to identify and validate the competencies of the contractual workers.FindingsThe competencies identified are arranged according to the similarity and dissimilarity between it under three broad categories of competencies, i.e., knowledge, skills and attitudes. These categories are used to develop a competency dictionary which has behavioral indicators, and a framework that can be used to map and evaluate the competencies.Practical implicationsThe competency dictionary and the framework developed in the present study will assist human resource practitioners in implementing competency-based human resource processes such as recruitment and selection, training and development and performance management for the contractual workers in the manufacturing sector.Originality/valueThe present study is among the few empirical studies that provide a competency dictionary and a framework of contractual workers in the manufacturing sector of India.

An Examination of the Application of the UMIST Quality Improvement Framework

1995 ◽  
Vol 209 (4) ◽  
pp. 277-285
Author(s):  
B G Dale ◽  
M Prapopoulos
Keyword(s):  
Quality Improvement ◽  
Industrial Area ◽  
The Other ◽  
Small Companies ◽  
Performance Measurements ◽  
Management Tools ◽  
Service Companies ◽  
And Performance ◽  
Tools And Techniques ◽  
Generic Quality

This paper examines the application of the UMIST generic quality improvement framework to a representative sample of companies residing within the Trafford Park industrial area. The 14 companies were introduced to the framework through seminar and syndicate work and two frameworks were developed to suit the needs of both large and small companies respectively. The frameworks are reasonably similar but the representatives of the larger companies tended to be more specific about some elements of the framework. The small companies did not see the need to carry out formal planning in the same manner as large companies but, on the other hand, there is more of a requirement to concentrate on basic issues such as a complaints procedure and company newsletter. The service companies perceived a grey area between some of the elements in the systems and techniques and measurement and feedback sections of the framework. It is also apparent that service companies have more difficulties with the application of quality management tools and techniques and performance measurements than their manufacturing counterparts.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Management Processes as Antecedents of Organizational Performance: A Literature Review

2021 ◽  
Vol 7 (1) ◽  
pp. 1-6
Author(s):  
Mohammed Ibrahim Abubakar
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Services Marketing ◽  
Marketing Management ◽  
Management Tools ◽  
Management Processes ◽  
And Performance

The purpose of this study is to critically analyse previous studies on management processes as antecedents of organizational performance. The study summarizes the level of understanding as regards the topic presently because of the importance of the information to the performance of organizations. The author searched Emerald, ScienceDirect.com, EBSCO and Google Scholar using a series of combinations of the following keywords: organizational management, performance management, high-performance organizations, management processes, management tools, influences of management processes, strategic management, marketing management, services marketing mix, , business organization and performance. This literature review has shown that performance is critical for the survival of the organization. It has also revealed that strategic management processes, marketing management processes and services marketing are key to organizational performance.

scholarly journals Organizational Behaviour and its Effect on Corporate Effectiveness

2020 ◽  
pp. 121-129
Author(s):  
John Nkeobuna Nnah Ugoani
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Relevant Literature ◽  
Exploratory Research ◽  
The Public ◽  
Organizational Behaviour ◽  
The People ◽  
Strong Positive Relationship ◽  
And Performance ◽  
The Relationship

Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.

The Effect of TQM on the Performance of the Housing Bank for Trade and Finance Jordan (HBTF): Structural Equation Modelling Approach

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Lina Shaher Mohammad Al-tarawnah
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Research Approach ◽  
Total Quality ◽  
Academic Field ◽  
Positive Effects ◽  
Analysis Technique ◽  
And Performance

Purpose: The success of organizations depends largely on the effectiveness and efficiency of the services they can deliver, which can create superior value for customers and ensure the realization of greater organizational performance. Failure to meet up with the market demands could affect Housing Bank for Trade and Finance’s (HBTF) aspirations of maintaining its leading competitive position in the Jordanian banking industry. It is against this backdrop that this paper is aimed at determining the effect of Total Quality Management (TQM) on the competitive advantage and Performance of HBTF in Jordan.Methods: A quantitive survey research approach was employed, about 500 samples were chosen randomly and data were collected via a closed-ended questionnaire. Structural Equation Modeling (SEM-PLS) was used for data analysis.Findings: The results indicates customers satisfaction, organizational culture and leadership commitment as factors of TQM are having positive effects on the performance HBTF. The analysis also confirmed that competitive advantage is a partial mediator of the relationship between TQM and performance. Implications: It is important to note that apart from the important contribution that this study makes to the academic field due to the inadequate research studies on the HBTF in Jordan especially with regards to issues related to TQM and its impact on competitive advantage and performance Limitations:The study limitations are in the area of sample choice and variable combination. It thus recommended that managers could be chosen as respondence in future studies and other factors of TQM could be exploited as well.Orignality value: This research is an addition to the current literature and the first attempt in this area to the best of authors’ knowledge. This research addresses adds knowledge  by employing a second-generation multivariate data analysis technique (SEM-PLS). The study also expands the opportunity horizon of the HBTF by discovering a new managerial framework for TQM for greater performance. 

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