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 Strategic Management Tools, Stakeholders and Performance Organizations, Private Health Branch of the Federal District

2012 ◽  
Vol 11 (1) ◽  
pp. 30-61
Author(s):  
Bruno Vendruscolo ◽  
Valmir Emil Hoffmann ◽  
Carlos Alberto Freitas
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Qualitative Interviews ◽  
Health Sector ◽  
Secondary Data ◽  
Federal District ◽  
Management Tools ◽  
Private Health Sector ◽  
And Performance

This study aimed to identify the use of management tools and the influence of stakeholders on organizational performance of companies in the private health sector in the Federal District. We used the tools of strategic management, such as budgeting, strategic planning, balanced scorecard, benchmarking, and management software. Study participants consist of individuals involved in strategic processes. We analyzed the past 5 years in organizations to understand the performance. The data collection was face-to-face, the instruments consisted of qualitative interviews in person, and semi-structured content analysis. We also performed analysis of secondary data and documents. To measure the performance between the organizations we used the method of data envelopment analysis (DEA), using the CCR standard, and the mean change index as the number of employees, physicians, costs, number of appointments, and tests. In the analysis of tools and stakeholders we adapted values for the major and minor influences and the other results found framed. The results cite the presence of management tools in five of the six organizations. The comparison of performance between them presented as a result that organizations 2 and 4 were efficient and 3 was the least efficient. The study identified the need to understand the requirements of stakeholders and the indicators set out to understand organizational performance and its evolution, mainly determined by the management tools. Although not reaching proposed levels, this work creates hypotheses about the use of these tools and analysis of stakeholders in organizational performance.

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.

https://imsciences.edu.pk/files/journals/vol12_2/New%201%20MA.864.pdf

2020 ◽  
Vol 12 (2) ◽  
pp. 19-50 ◽  
Author(s):  
Muhammad Siddique ◽  
Shandana Shoaib ◽  
Zahoor Jan
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Service Sector ◽  
Performance Outcomes ◽  
Theory And Practice ◽  
Relational Coordination ◽  
Multiple Sources ◽  
And Performance ◽  
High Level

A key aspect of work processes in service sector firms is the interconnection between tasks and performance. Relational coordination can play an important role in addressing the issues of coordinating organizational activities due to high level of interdependence complexity in service sector firms. Research has primarily supported the aspect that well devised high performance work systems (HPWS) can intensify organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and performance outcomes. Using relational coordination theory, this study examines a model that examine the effects of subsets of HPWS, such as motivation, skills and opportunity enhancing HR practices on relational coordination among employees working in reciprocal interdependent job settings. Data were gathered from multiple sources including managers and employees at individual, functional and unit levels to know their understanding in relation to HPWS and relational coordination (RC) in 218 bank branches in Pakistan. Data analysis via structural equation modelling, results suggest that HPWS predicted RC among officers at the unit level. The findings of the study have contributions to both, theory and practice.

Performance Management Transformation

2020 ◽  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Best Practice ◽  
Call To Action ◽  
Daily Work ◽  
The Past ◽  
Great Debate ◽  
The Subject ◽  
New Research

No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

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.

scholarly journals Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia

2019 ◽  
Vol 11 (1) ◽  
pp. 274
Author(s):  
Evi Marlina ◽  
Hendri Ali Ardi ◽  
Siti Samsiah ◽  
Kirmizi Ritonga ◽  
Amris Rusli Tanjung
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Organizational Performance ◽  
Value Chain ◽  
Education Institution ◽  
Point Of View ◽  
Theoretical Point ◽  
Activity Based Costing ◽  
Education Organization ◽  
And Performance

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

Autonomic power and performance management of high-performance servers

2008 ◽  
Author(s):  
Bithika Khargharia ◽  
Salim Hariri ◽  
Wael Kdouh ◽  
Manal Houri ◽  
Hesham El-Rewini ◽  
...  
Keyword(s):  
Performance Management ◽  
High Performance ◽  
And Performance

scholarly journals Exploration Strategy Development and Performance Management: a Portfolio-based Approach

GeoArabia ◽  
2001 ◽  
Vol 6 (4) ◽  
pp. 553-570
Author(s):  
Michael A. Naylor ◽  
Laurent Y. Spring
Keyword(s):  
Performance Management ◽  
Portfolio Management ◽  
Performance Monitoring ◽  
Economic Assessment ◽  
Strategy Development ◽  
Activity Levels ◽  
Management Tools ◽  
And Performance ◽  
Petroleum Development

ABSTRACT In Petroleum Development Oman (PDO), the exploration opportunity portfolio is managed by a dedicated team responsible for its integrity and analysis. The team uses a customized suite of tools for volumetric and economic assessment that has been developed since 1997. In addition to their application in quality control, regular performance monitoring and reporting, the tools are used to determine annual finding targets and formulate exploration strategies. The portfolio management process in PDO has made a major contribution to the quality of prospects that are selected for drilling. Thanks to new evaluation processes and a robust suite of tools, the company has a better understanding of the composition and quality of the prospect portfolio, and is explicitly aware of the challenges and issues facing exploration. Portfolio management tools enable objective target setting and communication, thereby achieving shared ownership. The clarity brought by portfolio analyses provides a powerful focus to the asset teams’ efforts to improve prospect quality. PDO is also able to quantify the consequences of changing activity levels and balance in the program, and of the limitations imposed by the portfolio. These provide the basis for ongoing dialogue with shareholders and justify the strategy shift towards frontier exploration enacted since 1998. Exploration in PDO has shifted from being opportunity-driven to being led by a portfolio-based strategy. A similar approach may be suited to other exploration ventures with sizeable portfolios.

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