scholarly journals Analysis of the Influence of Leadership, Organizational Culture and Control Systems on Organizational Performance at Hasanuddin University Hospital

2021 ◽  
Author(s):  
Yusriadi Yusriadi
Keyword(s):  
Organizational Culture ◽  
Control System ◽  
Organizational Performance ◽  
Performance Management ◽  
Corporate Culture ◽  
University Hospital ◽  
Organizational Success ◽  
Statistical Research ◽  
Considerable Impact ◽  
The Impact

This study aims to evaluate and examine the impact of leadership, organizational culture, and administrative performance management systems at Hasanuddin University Hospital Makassar. This research was conducted at Hasanuddin University Hospital Makassar from June to July 2020. The study method used is survey research using cross-section data, where information is obtained from respondents using a questionnaire whose population data is focused on the fact that all members of the population are sampled, namely 87 employees. The path analysis is used for statistical research. The findings indicate that leadership has a significant favourable influence on Hasanuddin University Hospital's organizational success in Makassar. The administration has a positive and considerable impact on the control system at Hasanuddin University Hospital in Makassar. Corporate culture has a positive but negligible effect on organizational success, and organizational culture has a positive and significant influence on the control system at Hasanuddin University Hospital in Makassar. The control system has a positive and substantial effect on the Hasanuddin University Hospital's organizational efficiency in Makassar. Leadership has a positive but no considerable impact on organizational success through the control system at Hasanuddin University Hospital in Makassar. Corporate culture has a positive but negligible influence on organizational success through the control system at Hasanuddin University Hospital in Makassar.

TECHNO21: Design and Implementation of a New Performance Management System

2021 ◽  
pp. 097282012199495
Author(s):  
Asfia Obaid ◽  
Saman Rahman ◽  
Asia Mehmood ◽  
Neelab Kayani
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
System Design ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Performance Levels ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
The Face

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

scholarly journals Management Control System (MCS) as a Package Elements Influence on Organizational Performance in the Pakistani context

2018 ◽  
Vol 6 (3) ◽  
pp. 280-295
Author(s):  
Shafique-ur Rehman ◽  
Rapiah Mohamed ◽  
Hazeline Ayoup
Keyword(s):  
Control System ◽  
Empirical Study ◽  
Organizational Performance ◽  
Textile Industry ◽  
Management Control ◽  
Current Paper ◽  
Management Control System ◽  
Resource Based View ◽  
The Impact ◽  
Levers Of Control

This paper intends to demonstrate the relationships between the management control system (MCS) as a package elements with organizational performance. Many studies conducted and investigated the impact of the management control system (levers of control) and organizational performance and ignore the elements of MCS as a package. Pakistan textile industry faces a lot of issues regarding MCS as packages elements and due to these issue organizational performance reduced. Therefore, current study portray a framework that consists of some vital elements of control adopted from Malmi and Brown (2008) MCS as a package like planning control, cybernetic controls, rewards and compensation controls, administrative controls, and cultural controls which if empirically investigated would demonstrate the extent of by in Pakistan textile industry and how these controls generate better organizational performance. This suggests that the need for more explanation of Pakistani textile industry managers on the need to adopt better MCS practices as these practices lead to better organizational performance. Although the current paper is conceptual in nature thus, needs an empirical study to address in the light of resource-based view theory.

The Impact of Strategic Performance Measurement System on Organizational Performance in Saudi Universities

2013 ◽  
Vol 1 (2) ◽  
pp. 64-71
Author(s):  
Naser Zouri ◽  
Zahra Abdolkarimi ◽  
Seyed A. Payambarpour
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Enterprise Resource Planning ◽  
Measurement System ◽  
Resource Planning ◽  
Planning System ◽  
Performance Measurement System ◽  
Strategic Performance ◽  
The Impact

Objective- The aim of the study is to enhance the mechanism of strategic performance measurement system goals base of four research questions: (i) to what association between the MCS and enterprise resource planning system (ERPS) intention to strategy performance management system (SPMS)? (ii) To what association between the performance management system (PMS) and ERPS intention to SPMS? (iii) To what relationship between the resource–based view/capabilities and ERPS intention to SPMS? (iv)To do comprehensiveness of organizational performance factors affected on ERPS intention to SPMS? Methodology/Technique A survey questionnaire was used to collect the data in Madinah, Reyaz, and Jeddah. Data was collected during the last section of 2013 of which 160 successful questionnaires were gathered for further analysis. Findings The result shows the impact of evaluation SPMS to solve the market place error and also ability of executives' level of management to solve the behaviours issue in business organization. Novelty - The significance of study contribute executive branch in Saudi universities for the safety of strategic performance measurement system implementation to be modified or changed, taking into account the financial metrics and non-financial when designing a control system. Type of Paper Empirical paper Keywords: , Strategic performance measurement system, Enterprise resource planning system, Strategic management category, Market place error.

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.

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.

The Impact of Performance Management Under Environmental Turbulence

2018 ◽  
Vol 49 (4) ◽  
pp. 441-453
Author(s):  
Obed Pasha ◽  
Theodore H. Poister
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Negative Impact ◽  
Positive Impact ◽  
The United States ◽  
Ordinary Least Squares ◽  
Transit Agencies ◽  
The Impact

Performance management is an established concept in the public sector, with several empirical studies supporting its beneficial impact on organizational performance. Research on performance management, however, is still in initial stages and mostly examines the impact of this practice under stable environmental conditions. This study adds to the literature by analyzing the effect of this system on performance of local transit agencies in a turbulent environment characterized by the Great Recession and its aftermath. Exploratory factor analysis (EFA) on survey responses from 162 local transit agencies in the United States is used to extract the four components of performance management, namely, formal strategic planning, logical incrementalism, performance measurement, and performance information use. Ordinary least squares (OLS) regression analysis shows that an independent use of formal strategic planning and logical incrementalism has a negative impact on organizational performance under turbulence. Performance measurement and a blend of formal strategic planning and logical incrementalism, however, show a positive impact.

scholarly journals The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

2020 ◽  
Vol 12 (22) ◽  
pp. 9687
Author(s):  
Mahmoud Gebril Taha ◽  
Tomás F. Espino-Rodríguez
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Structural Model ◽  
Negative Impact ◽  
Negative Relationship ◽  
Positive Influence ◽  
Future Research ◽  
Competing Values ◽  
Sustainable Performance ◽  
The Impact

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.

Organizational Learning and Continuous Quality Improvement: Examining the Impact on Nursing Home Performance

2002 ◽  
Vol 15 (2) ◽  
pp. 17-23 ◽  
Author(s):  
Kent V. Rondeau ◽  
Terry H. Wagar
Keyword(s):  
Quality Improvement ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Continuous Quality Improvement ◽  
Successful Implementation ◽  
Total Quality ◽  
Term Care ◽  
Continuous Quality ◽  
The Impact

Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

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