scholarly journals Pengaruh Kemampuan Pembelajaran Organisasional Terhadap Kompetensi Inti Organisasi, dan Kinerja Organisasi Perguruan Tinggi Swasta di Propinsi NTT Suatu Tinjauan Literatur Untuk Membangun Hipotesis Penelitian

Analisis ◽  
2020 ◽  
Vol 19 (1) ◽  
pp. 23-38
Author(s):  
Rafael Octavianus Byre
Keyword(s):  
Higher Education ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Model Development ◽  
Private Higher Education ◽  
Learning Needs ◽  
Diversification Strategies ◽  
And Performance ◽  
Higher Education Organizations

Empirically, this paper is expected to see the extent of the development of organizational learning models in the Development of Private Higher Education in the Province of East Nusa Tenggara Province by including the dimensions of the organization's core competencies, and organizational performance in previous strategy research. With the stages of model development which can be seen the contribution and contribution of each previous research to the research carried out mainly in building research hypotheses. In this paper we also want to look gradually at how to understand the partial effect of organizational learning on the organization's core competencies, on diversification strategies and organizational performance. And how all the aspects examined above contribute to further studies in the field of strategy management concerning the effect of organizational learning on core competencies, diversification strategies and organizational performance. The design of this research is mostly done on companies in the field of services in general and some research on higher education organizations. Looking at / reviewing all the studies that have been done by previous researchers whose variables are used as the basis for building and developing hypotheses in this paper, namely, the influence between organizational learning, organizational core competencies and performance. With the following stages begin with searching, separating articles, extracting data, synthesizing data, reporting data. The main contribution in this research is to illustrate that how the construct of organizational learning needs to be developed in improving the organization's core competencies, which in the end is expected to improve the performance of private higher education organizations in NTT Province.

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

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.

scholarly journals The Academic Profession in China in the Context of Social Transition: An Institutional Perspective

2010 ◽  
Vol 18 (S1) ◽  
pp. S99-S116 ◽  
Author(s):  
Fengqiao Yan
Keyword(s):  
Higher Education ◽  
Central Government ◽  
Higher Education Institutions ◽  
Social Institutions ◽  
Legal Framework ◽  
Academic Profession ◽  
Private Higher Education ◽  
Institutional Perspective ◽  
Public And Private ◽  
And Performance

The study deals with the academic profession in China. Its characteristics and relationship with changing social institutions are explored by a historical approach and from an institutional perspective, which includes two elements of government and organization. The major findings of this study are summarized below. First, in accordance with China’s legal framework, public and private higher education institutions are categorized as different legal entities, a difference that leads to favourable conditions for the academic profession in the public sector and to less favourable conditions in the private sector, and which also obstructs personnel flow and competition between the two sectors. Second, the personnel system has changed significantly since 1978, when it was reformed and the policies became more open. This change is largely led by the central government. As regards faculty hiring and promotion, qualification and performance are emphasized over seniority. As regards remuneration and benefits, the egalitarian approach has gradually been replaced by income gains based on performance. Finally, evidence shows that China’s higher education institutions has evolved from so-calleddanweigoverned under a planned system to organizations ruled by the market system, which has caused the academic profession to evolve from adanweiprofession into a more organizational one.

scholarly journals Organizational Learning and Performance of Hospitality Industry in Kenya: A Case Study of Sarova Whitesands Beach Resort and Spa

2019 ◽  
Vol 3 (II) ◽  
pp. 117-130
Author(s):  
Priscah Anyango Mak’Anyengo ◽  
James Maina
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Mental Models ◽  
Team Learning ◽  
Business Environment ◽  
Shared Vision ◽  
Personal Mastery ◽  
And Performance ◽  
Beach Resort ◽  
Learning And Performance

Organizational learning has been viewed by several researchers as a key concept essential for ensuring the survival and continuity of organizations in the ever-changing business environment. Research has revealed the various benefits towards enhanced performance that are accrued through the effective establishment of organizational learning. With this information as a basis, this study sought to determine the relationship between organizational learning and performance of Sarova Whitesands Resort. The general objective was to establish the organizational learning in Sarova Whitesands and its influence on performance. The specific objectives were to determine the influence of team learning, mental models, personal mastery and a shared vision on performance of Sarova Whitesands. The study was guided by organizational learning theory, human capital theory and resource based view theory. The study adopted a descriptive research design. The target population of the study was the staff of Sarova Whitesands Beach Resort and Spa. The study’s total number of respondents was 300 employees who were sampled using stratified proportionate sampling method to obtain a sample size of 171 respondents. Questionnaires were used as a data collection instrument and the data collected from the field was analysed using descriptive statistics and regression analysis. The study established that personal learning, mental models, shared vision and team learning had a positive and significant influence on organizational performance. The study concludes that personal mastery enables an employee to search for their life direction and purpose, identify their strengths and weaknesses and become responsible of their action. Mental models leads to advantages of scale in that which refers to an idea that as an organization performs more and more of the same type of work it will tend to acquire efficiencies over time and as an organization becomes more efficient at a task it often gains a competitive advantage as a result improved organizational performance. Shared vision acts as a unifying force, has a positive impact on organizational performance and provides the guidance employees need to make the right decisions and that team learning allows individual participants to work through the content at their own pace. The study recommends that the organization should help their employees to know how to deal with difficult and challenging situations, develop self-confidence and self-esteem, accept imperfection and build on one’s strength. The organization should offer different kinds of mental models to help their employees make sense of the real world and be able to understand and interpret the environment and themselves. The organization’s shared vision should offer a unified framework for the organization's success so as to encourage the top managers to collaborate and to resolve conflicts creatively arising from the organization and that the organization should establish a climate for learning in the team because taking time to establish the environment and the processes for learning is the prerequisite for rapid learning and effective team performance in the future.

scholarly journals The role of organizational commitment and trust on performance management and the implications for the lecturers� performance

2015 ◽  
Vol 18 (3) ◽  
pp. 391 ◽  
Author(s):  
Anuar Sanusi
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Human Resources ◽  
Path Analysis ◽  
Performance Management ◽  
Private Higher Education ◽  
Human Resources Development ◽  
And Performance ◽  
Region Ii

The aim of this research is to examine and analyze the effect of the commitment, trust, and performance management on lecturers performance. It used a survey on 240 respondents of universities selected randomly. Data were analyzed by using path analysis. It shows that that employees trust is affected directly commitment as well as performance management. Performance is affected directly by commitment, and trust as well as employees performance management. Based on those findings it can be concluded that any concern toward, commitment, trust, and employees per-formance management of Private Higher Education in the Kopertis southern Suma-tera region II have an effect on performance employees. Therefore, commitment, and trust, and employees performance management should be put into strategic plan-ning of human resources development in increasing the performance employees of Private Higher Education in the Kopertis southern Sumatera region II, however other variables are necessary to be taken into account properly.

scholarly journals Development and psychometric study to the Scale of Organizational Sources of Stress on Teaching in Higher Education

Psychologica ◽  
2014 ◽  
Vol 56 ◽  
pp. 67-81
Author(s):  
Filomena Jordão ◽  
Angélica Aragão
Keyword(s):  
Higher Education ◽  
Organizational Climate ◽  
Private Higher Education ◽  
Public And Private ◽  
Psychometric Study ◽  
Individual Interviews ◽  
Teaching Context ◽  
Intervention Measures ◽  
Higher Education Organizations ◽  
Teaching In Higher Education

Working environments given the great instability and turbulence of modern times, have become more demanding and stressful for most workers. Specifically in higher education teaching context this phenomenon is alarmingly increasing (Winefield, 2000). For this reason, we consider important to acknowledge the potential sources of stress in specific working contexts, given the role that this knowledge might have on the assumption of preventive primary and secondary intervention measures on occupational stress, which are themselves the most efficient ones (Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007).The purpose of this study is to develop an instrument and carry out a preliminary psychometric study to the Scale of Organizational Sources of Stress on Teaching in Higher Education. We based the development of the scale on literature review and on the results of content analysis of individual interviews to higher education academics. Initially composed by 28 items, the scale was applied to 236 academics of public and private higher education organizations (university and polytechnic) in Oporto. After the exploratory factor analysis and the internal consistency analysis of the factors extracted, which collectively explain 55,4% of total variance, the scale was composed by 20 items grouped into four factors: characteristics of the job (α = .87), organizational climate (α = .85), career development (α = .78) and working conditions (α = .74). The final factors structure reveals a discriminating power between the factors, which leads us to believe that the scale is able to differentiate the various sources of stress in this type of work contexts. Studies to validate the scale nationwide are now a priority.

scholarly journals Assessing the Factors Influencing Service Innovation Capabilities and Performance

2016 ◽  
Vol 8 (4) ◽  
pp. 52-63
Author(s):  
Nor Asiah Omar ◽  
Muhamad Azrin Nazri ◽  
Syed Shah Alam ◽  
Azhar Ahmad
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Customer Orientation ◽  
Service Innovation ◽  
Innovation Capability ◽  
Business Growth ◽  
Positive Effects ◽  
Factors Influencing ◽  
And Performance ◽  
Transformation Leadership

Innovation has been recognized as a central source of business growth and a key determinant of competitive advantage for many organizations. This paper seeks to address two main objectives. The first objective is to examine the direct effect of organizational structure (i.e. centralization and formalization), transformational leadership, organizational learning and customer orientation on innovation capabilities. The second objective is to examine the effect of innovation capability and organizational performance. Findings show that customer orientation, organizational learning, and transformation leadership had significant positive effects on innovation capability. The results further show that innovation capability had a significant impact on organizational performance.

Corporate foresight organizational learning and performance: The moderating role of digital transformation and mediating role of innovativeness in SMEs

2021 ◽  
Vol 5 (4) ◽  
pp. 703-712 ◽  
Author(s):  
Hasan AlMujaini ◽  
Mohd Faiz Hilmi ◽  
Anas Abudaqa ◽  
Rashed Alzahmi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
United Arab Emirates ◽  
Positive Impact ◽  
Digital Transformation ◽  
Mediating Effect ◽  
Corporate Foresight ◽  
And Performance ◽  
The Relationship

Corporate foresight is a capability that includes any structural or cultural element that enables the company to detect discontinuous change early. The purpose of the present study is to examine the direct impact of corporate foresight, and organizational learning on the performance dynamic of SMEs working in the United Arab Emirates (UAE). In addition, the study tries to analyze the moderating as well as mediating effect of digital transformation and innovativeness on the relationship between exogenous and endogenous constructs. A sample of 576 questionnaires were distributed among the owners/managers of different SMEs working in the region of UAE. However, a final sample of 354 respondents was empirically tested. The data was analyzed through a two-step approach where structural equation modelling (SEM) under SmartPLS was found to be very helpful to examine the direct and indirect relationship between the study variables. The study findings show that there is an insignificant but positive impact of corporate foresight on organizational performance whereas significant impact of organizational learning on organizational performance. Furthermore, the study found evidence for the moderating effect of digital transformation between organizational learning and innovation. Additionally, it is observed that innovativeness mediates the relationship between corporate foresight and performance dynamics. The study findings suggest that for exploring the relationship between corporate foresight, digital transformation, and organization the role of innovation and digital transformation is quite significant. The study findings suggest that both owners and managers at SMEs of UAE should attach more importance to innovative capabilities and digital transformation for achieving higher levels of organizational performance. Policy makers should reasonably consider the direct and indirect effect of study variables while considering high performance at the workplace.

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