An Experimental Examination of Information Technology and Compensation Structure Complementarities in an Expert System Context

2003 ◽  
Vol 17 (1) ◽  
pp. 19-41 ◽  
Author(s):  
Elaine G. Mauldin
Keyword(s):  
Expert System ◽  
Organizational Performance ◽  
Individual Factors ◽  
System Technology ◽  
Experimental Examination ◽  
Decision Accuracy ◽  
Compensation Structure ◽  
Technology Changes ◽  
Task Requirements ◽  
And Performance

This paper investigates the interaction between compensation structures and expert system technology. One hundred twenty-two participants selected a contract (fixed pay or performance-contingent incentives) and performed one of two risk-rating tasks either in the presence or absence of an externally valid expert system. For both tasks, the expert system increased decision accuracy only for participants selecting performance-contingent incentives, and these incentives increased decision accuracy only in the presence of the expert system, consistent with a complementary interaction. The results support the view that expert system technology changes task requirements and, hence, may also change self-selection and effort compensation contracting effects. The results provide evidence about the interdependence of organization, system, and individual factors in determining task performance, and suggest that organizational performance may be improved through the joint implementation of expert systems and performance-contingent incentives.

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.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

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.

Extending worksheet modelling software with expert system technology

1986 ◽  
Vol 16 (4) ◽  
pp. 107-117 ◽  
Author(s):  
Gerald A. Sullivan ◽  
Kenneth J. Fordyce
Keyword(s):  
Expert System ◽  
System Technology

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

Standards, Codes of Practice and Expert Systems

1988 ◽  
Vol 21 (1) ◽  
pp. 5-9 ◽  
Author(s):  
E G McCluskey ◽  
S Thompson ◽  
D M G McSherry
Keyword(s):  
Expert System ◽  
Expert Systems ◽  
Engineering Design ◽  
Performance Criteria ◽  
Design Problems ◽  
Codes Of Practice ◽  
Engineering Design Problems ◽  
And Performance

Many engineering design problems require reference to standards or codes of practice to ensure that acceptable safety and performance criteria are met. Extracting relevant data from such documents can, however, be a problem for the unfamiliar user. The use of expert systems to guide the retrieval of information from standards and codes of practice is proposed as a means of alleviating this problem. Following a brief introduction to expert system techniques, a tool developed by the authors for building expert system guides to standards and codes of practice is described. The steps involved in encoding the knowledge contained in an arbitrarily chosen standard are illustrated. Finally, a typical consultation illustrates the use of the expert system guide to the standard.

The Balanced Scorecard

2017 ◽  
Vol 5 (2) ◽  
pp. 1-15
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
New Developments ◽  
Organizational Skills ◽  
The Balanced Scorecard ◽  
Customer Preferences ◽  
Innovation Activities ◽  
Measurement Tools ◽  
Physical Assets ◽  
And Performance

Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balanced scorecard (BSC) is a powerful tool that gives to managers a fast, but comprehensive view of the business including operational measures on customer satisfaction, organization's innovation, activities improvement, as well as financial measurements. In this paper the authors address the BSC and promote the discussion about the strengths and the limitations and pointing out new developments to overcome the today´s business trends.

Student-Teacher: The Learning Machine as an Instructional Device

1988 ◽  
Vol 4 (1) ◽  
pp. 57-70
Author(s):  
Carol Scheftic ◽  
George Darlington Wood
Keyword(s):  
Functional Analysis ◽  
Expert System ◽  
Socratic Method ◽  
Educational Tool ◽  
System Technology ◽  
Solution Strategy ◽  
Analysis Techniques ◽  
Acquisition Device ◽  
Learning Machine ◽  
Further Development

This article presents QUERIOUS, an educational tool based on expert system technology, functional analysis techniques, and Socratic method. Using a knowledge acquisition device originally developed to allow specialists to impart their knowledge to expert systems, our tool asks students questions, leads them through functional analysis of a problem and, in effect, induces them to teach the system their solution strategy. An existing prototype is described, and a proposal for further development is presented.

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