scholarly journals PRENESENI DJELOKRUG U LOKALNOJ SAMOUPRAVI: TEORIJSKA RAZMATRANJA I KOMPARATIVNA ISKUSTVA

2021 ◽  
Vol 37 (3-4) ◽  
pp. 129-148
Author(s):  
Iva + Lopižić
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Institutional Development ◽  
Performance Model ◽  
Scholarly Literature ◽  
State Administration ◽  
Comparative Review ◽  
And Performance ◽  
Administrative Decentralization ◽  
Theoretical Considerations

After the abolition of the county administrative offices in January 2020, the tasks performed by the county administrative offices as first-instance state administration bodies were delegated to the counties, as the second level self-government units in Croatia. By this organizational change, the model of deconcentrated performance of state administration tasks was replaced by the model of administrative decentralization. In this context, the paper presents the features of the delegated scope of competence as an organizational performance model of state administration tasks in territorial units and administrative decentralization with a delegated scope of competence as an institutional result. The review of the scholarly literature on the delegated scope of competence and the effects of administrative decentralization is supported by a comparative review of the delegated scope of competence in the Czech and German local self-government. Based on theoretical considerations and comparative practices, the paper discusses the possible effects of the application of the delegated scope of competence in Croatian counties on their institutional development and performance of the delegated tasks.

scholarly journals Predictions of State and County Top Civil Servants Regarding the Abolition of County State Administration Offices: Two Sides of the Same Coin?

2021 ◽  
Vol 19 (1) ◽  
pp. 41-61
Author(s):  
Iva Lopižić ◽  
Romea Manojlović Toman
Keyword(s):  
Organizational Change ◽  
Cognitive Biases ◽  
Civil Servants ◽  
First Line ◽  
State Administration ◽  
Significant Difference ◽  
Two Factors ◽  
The Difference ◽  
Two Sides ◽  
Administrative Decentralization

In January 2020, county state administration offices, as first-line state administration offices in Croatia, were abolished and their competences transferred to county second-level units of local self-government. This organizational change represents administrative decentralization. The purpose of this article is to examine whether there are any differences in the predictions regarding the effects of this organizational change between two groups of civil servants: state civil servants (heads of county state administration offices and heads of their internal organizational units) and county civil servants (heads of county organizational units), and which are the factors that shape their predictions. A questionnaire was sent to the respondents in June 2019. The statistical analysis of the data (response rate 52%) shows a statistically significant difference between the predictions of the two groups in relation to all four categories of effects of this organizational change (inputs, processes, outputs, and outcomes). There is only one point where there is no difference: both groups agree that the county governor’s role will grow. The difference in predictions is explained by two factors of cognitive biases: the organization’s interest to survive and expand its power, and uncertainty (strategic, structural, and job-related). The paper offers an academic contribution to the field of administrative decentralization by giving insights into the predictions of different actors on the effects of such change before its implementation and by introducing factors of cognitive biases as explanations for discrepancies in the predictions.

ATTITUDES TOWARDS CHANGE AND ORGANIZATIONAL PERFORMANCE: A CONCEPTUAL DISCUSSION

2018 ◽  
Vol 13 (Number 1) ◽  
pp. 12-20
Author(s):  
Ashiah Zakaria ◽  
Haim Hilman Abdullah
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Change Initiative ◽  
Conceptual Discussion ◽  
And Performance ◽  
Responding To Change

Employees’ attitudes towards change and organizational performance are extremely interrelated each other hence approving that the performance of organization is exaggerated through the attitudes of employees towards change. The literature shows that successful organizational change and performance are determined by the willingness to embrace change. Thus, the purpose of this paper is to discuss the conceptualization of change attitudes including readiness and openness towards change, and cynicism about organizational change in responding to change initiative which therefore impacts the outcomes and performance of organization.

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.

Local Calibration of Pavement Mechanistic-Empirical Faulting Reliability using Pavement Management Data

2021 ◽  
pp. 036119812110013
Author(s):  
Lucio Salles de Salles ◽  
Lev Khazanovich
Keyword(s):  
Model Calibration ◽  
Prediction Models ◽  
Plain Concrete ◽  
Performance Model ◽  
Pavement Management ◽  
Pavement Design ◽  
Reliability Model ◽  
Transverse Joint ◽  
Design Characteristics ◽  
And Performance

The Pavement ME transverse joint faulting model incorporates mechanistic theories that predict development of joint faulting in jointed plain concrete pavements (JPCP). The model is calibrated using the Long-Term Pavement Performance database. However, the Mechanistic-Empirical Pavement Design Guide (MEPDG) encourages transportation agencies, such as state departments of transportation, to perform local calibrations of the faulting model included in Pavement ME. Model calibration is a complicated and effort-intensive process that requires high-quality pavement design and performance data. Pavement management data—which is collected regularly and in large amounts—may present higher variability than is desired for faulting performance model calibration. The MEPDG performance prediction models predict pavement distresses with 50% reliability. JPCP are usually designed for high levels of faulting reliability to reduce likelihood of excessive faulting. For design, improving the faulting reliability model is as important as improving the faulting prediction model. This paper proposes a calibration of the Pavement ME reliability model using pavement management system (PMS) data. It illustrates the proposed approach using PMS data from Pennsylvania Department of Transportation. Results show an increase in accuracy for faulting predictions using the new reliability model with various design characteristics. Moreover, the new reliability model allows design of JPCP considering higher levels of traffic because of the less conservative predictions.

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.

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.

Sign in / Sign up

Export Citation Format

Share Document