scholarly journals Effect of Organizational Change on Employee Job Performance

2019 ◽  
Vol 7 (1) ◽  
Author(s):  
Cross Ogohi Daniel
Keyword(s):  
Organizational Change ◽  
Job Performance ◽  
Change Process ◽  
Organisational Change ◽  
Business Environment ◽  
Secondary Source ◽  
Constant Change ◽  
Source Data ◽  
And Performance

As businesses evolve, to keep ahead of competition, so do their expectations for their employee's performance. An employee is a key element of an organization and their overall  performance can decide the achievements of an organization or its failures. Every business has their own specific way of doing things, due to the constant change of the business environment. This changes therefore requires organization to adopt internal changes which tends to affect the performance of employees thus may enhance organisational growth and otherwise. The general objective of this research is to evaluate the effect of organizational change on employee job performance and compare it with the transformation framework articulated by some change management theorist and also to explore whether organizational change affect the job performance of employees. This study will make use of the data that was analyzed using the content analysis approach. This is because of its major dependence on the secondary source data. The result of the evaluation will provide how organisational change can be improved. There are some reasons why it is important that an organization must always affect a change process. The organization must consider that employees are very vital in carrying out a change process. Sustainable long-term success and performance of the organization depends on employees.

scholarly journals Motivation and Performance: A Psychological Process

2021 ◽  
Vol 9 (2) ◽  
pp. 104-112
Author(s):  
Prof. Shoeb Ahmad
Keyword(s):  
Employee Performance ◽  
Employee Motivation ◽  
Business Environment ◽  
Motivational Factors ◽  
Optimal Performance ◽  
Psychological Process ◽  
Staff Retention ◽  
Crucial Element ◽  
And Performance

The achievement of a workplace entirely depends on the skill of managers that how to offer a motivating environment to its employees. The performance of a workplace entirely depends upon employee motivation which is a crucial element in creating an amicable environment for producing optimal performance. Employee motivation is highly responsible in stimulating workplace harmony, commitment and overall employee performance at the workplace. It is decisive in relating to long term benefits for the organization. Motivated employees signify staff retention and loyalty towards the workplace which in turn foster growth & development of business. In the competitive business environment, the biggest challenge for managers is to retain the employees and keep them motivated to perform satisfactorily at the workplace. Equally, it is important that the manager must be aware of the behavioural instinct of employees and of the factors of what possibly motivate them. Individuals can be motivated due to various factors like: leadership, rewards, incentives, etc. and other organizational constituents in which they perform the duties. Keeping in mind these views, the study primarily focuses upon the effects of motivational factors on employees’ performance. Subsequently, the study highlights the connection among employee motivation along with performance.

scholarly journals Innovation Strategies, First Mover Advantage and Performance in the Context of the Microfinance Sector: A Review of Literature

2018 ◽  
Vol 13 (7) ◽  
pp. 195
Author(s):  
Paul Ouma ◽  
James M. Kilika
Keyword(s):  
Empirical Work ◽  
Business Environment ◽  
Empirical Literature ◽  
Future Research ◽  
Strategic Option ◽  
First Mover Advantage ◽  
Innovation Strategies ◽  
And Performance ◽  
First Mover

The prevailing business environment is erratic and unreliable. The accomplishment of trade in such environment is determined by an organization’s capability to adjust and respond to environmental variation. Innovation strategies offer a strategic option that can be used to align organization’s assets and competencies with prospects in the external environment in order to heighten survival and long term success of an enterprise. Execution of such a strategic option is likely to result in strategic moves that will register impacts in the market which requires decision makers to consider the timing of their moves that operationalize the strategy in the market. The extant literature has pursued discussions on the construct of innovation strategy separately from that of first mover in spite of the implied indications that the two can be integrated into a strategic management phenomenon that will influence the firm’s performance. This study provides a review of existing theoretical and empirical literature on the perspectives connected to innovation strategies as a strategic option, first mover advantage in the phenomenon leading to performance in the context of microfinance setting. The applicable theories are reviewed, concepts and their operational indicators identified and matched against existing empirical work and nascent knowledge gaps identified. The study finally, suggests a theoretical framework appropriate for progressing knowledge in the field of study together with the associated inferences for future research.

Personnel reduction and growth, innovation, and employee optimism about the long-term benefits of organizational change

2020 ◽  
pp. 002085232093453
Author(s):  
Jeannette Taylor
Keyword(s):  
Organizational Change ◽  
Public Service ◽  
Change Process ◽  
Employee Outcomes ◽  
Work Unit ◽  
Service Employee ◽  
The Relationship ◽  
Public Service Employee

What do employees think when their organization’s change programme has led to a growth or reduction in the number of employees in their work unit or workgroup? While we take for granted that employees generally do not respond well to organizational initiatives that reduce the number of personnel, we are less certain about their response to organizational efforts that raise the number of personnel. Using the Australian Public Service Employee Census, containing over 24,600 responses, this research finds that employees’ exposure to a major organizational change that raises or reduces the number of personnel in their workgroup is related to two employee outcomes: (1) implementation of innovation-related change in their workgroup; and (2) optimism about the long-term benefits of the change on their workgroup’s performance. Innovation-related change also moderates the relationship between personnel-related change and optimism about the long-term benefits of change. Points for practitioners Employees who experience a reduction in the number of personnel in their workgroup may pursue innovation. When employees experience personnel growth in their workgroup, those who implement innovation report higher levels of optimism about organizational change than those who do not implement innovation. Finally, how well leaders manage the change process during personnel-related change can shape the employee implementation of innovation and optimism about organizational change.

scholarly journals Keeping the Competitive Edge of a Convention and Exhibition Center in MICE Environment: Identification of Event Attributes for Long-Run Success

2021 ◽  
Vol 13 (9) ◽  
pp. 5030
Author(s):  
Jaeyoung An ◽  
Hany Kim ◽  
Dongkeun Hur
Keyword(s):  
Business Environment ◽  
Valuable Insight ◽  
Operational Strategies ◽  
Competitive Edge ◽  
Long Run ◽  
Environment Identification ◽  
And Performance ◽  
Mice Industry ◽  
Insight Into

Understanding the weaknesses and strengths of event attributes plays a significant role in business survivability, specifically the meetings, incentives, conventions, and exhibitions (MICE) industry, in which the business environment is competitive. To be in business and survive long-term, service and product offerings must satisfy the needs of clients. In the case of the MICE industry, clients include event organizers, planners, and attendees. Thus, the IPA (importance-performance analysis) was conducted with hopes to provide valuable insight into the MICE industry to identify and evaluate their offering (attributes) that can assist Convention and Visitors Bureaus (CVBs) to establish better operational strategies that maintain their economic sustainability. Furthermore, this study also addressed the event planners and organizers’ perceptions toward the environment and social sustainability, measuring the importance and performance of ecofriendly venues and the availability of disabled access, which showed neither significant importance nor performance. However, as the main purpose of the research was to examine the essential venue selection criteria based on the perceptional lens of the event organizer and planners to MICE operators on achieving business sustainability, the findings of this study provide strategical direction to establish, maintain, and improve their facility, service, and products. The study also finds that there are different needs depending on the types of event organizers and planners.

scholarly journals Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis

MBIA ◽  
2020 ◽  
Vol 19 (2) ◽  
pp. 142-152
Author(s):  
Dina Mellita ◽  
Efan Elpanso
Keyword(s):  
Organizational Change ◽  
Leadership Style ◽  
21St Century ◽  
Change Process ◽  
Business Environment ◽  
Drivers Of Change ◽  
Social Culture ◽  
Three Stages ◽  
The Individual ◽  
Conceptual Research

At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective.   Abstrak Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk  mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif. Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan

scholarly journals Exploring discourse-based organizational change in Japan: practicing between dominant and alternative discourses

2022 ◽  
Vol 2 (2) ◽  
Author(s):  
Makoto Nagaishi
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Psychological Safety ◽  
Primary Objective ◽  
Change Effort ◽  
Authority Figure ◽  
Dominant Discourses ◽  
Successful Change ◽  
Alternative Discourses

AbstractThe primary objective of this study is to respond to Grant and Marshak’s (J Appl Behav Sci 47:204–235, 2011) call for a move toward change perspectives that emphasize the generative nature of discourses, narratives, and conversations and how change practitioners discursively facilitate emergent processes. This article attempts to explore the question, “Can we specify the conditions and sources which make generative conversations emerge and may lead to a successful change effort in Japan?” The abductive inquiry into the question indicates that the generative change process convinces change sponsors that changing the dominant discourses and welcoming alternative ones can lead to the long-term development of the organization and the members. With respect to the sources of alternative discourses, psychological safety and trust in the external authority figure are generally required. The importance of survival anxiety and talent diversity may vary across the broad contexts on which organizations depend.

Corporate Growth Strategies and Performance of Selected Savings and Credit Cooperative Societies in Nairobi City County, Kenya

2020 ◽  
Vol 2 (2) ◽  
pp. 19-30
Author(s):  
Hamida Mwilu ◽  
Reuben Njuguna
Keyword(s):  
Data Collection ◽  
Business Environment ◽  
Primary Data ◽  
Growth Strategies ◽  
Inferential Statistics ◽  
Market Expansion ◽  
Acquisition Strategies ◽  
Corporate Growth ◽  
Diversification Strategies ◽  
And Performance

The dynamic nature of business operating environment has called on business leaders to be strategic in their leadership roles if they are to sustain their competitiveness into the unforeseen future. Growth is important in Sacco’s because it is future oriented establishing ways in which the organizational operations can be aligned to future changes in the business environment to ensure that competitiveness is sustained. The SACCOs in Kenya have experienced problems in the past; some even shutting down therefore there is need for customer growth to be enhanced so as to increase their incomes so as to sustain the business. These SACCOs have to look for leaders and managers who can develop future targets, direct and lead other staffs towards meeting the firm’s objective and gaining a competitive edge. The aim of this study was an assessment of corporate growth strategies and performance in savings and cooperative societies in Kenya, Nairobi County. The study sought to determine the influence of market expansion, diversification strategies and acquisition strategies. The study target population was 41 licensed SACCOs in Nairobi County. The study used primary data to collect information, and the data collection instrument was a questionnaire which was given to the 41 operations managers in the 41 selected SACCOs. The data collection procedure was done by the researcher and drop-and-pick strategy will be applied. The data was coded and keyed in Statistical Package for Social Science (SPSS Version 23.0), and was analyzed using both descriptive and inferential statistics. For descriptive statistics was through mean scores, standard deviations, frequencies and percentages, while the inferential statistics was through regression analysis to establish the relationship between strategic leadership and customer growth. The findings were presented in tables and charts for easy understanding, interpreting, and describing the data. The study established that market expansion, diversification strategies and acquisition strategies as corporate growth strategies had a positive and significant effect on the performance of SACCOs in Nairobi City County. The study concluded that the SACCOs significantly employed market expansion strategies through improved branch network, customer base enhancement, new distribution channels and technological innovation. The study concluded that the SACCOs embraced a hybrid of the main diversification strategies, diverse products and services significantly. It was concluded that to a little extent the selected SACCOs in Nairobi City County have employed acquisition as a corporate growth strategy. The study recommends that the SACCOs should embrace integrate technology in the implementation of corporate growth strategies to enhance efficiency and effectiveness.  Further studies should be undertaken to establish the effect of corporate growth strategies on the performance of other SACCOs in other regions to establish the disparities or similarities among the financial sector players. 

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