Relationship Management Competence and Organizational Performance

2008 ◽  
pp. 1168-1174
Author(s):  
Murako Saito
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Turnover Intention ◽  
Human Performance ◽  
Interpersonal Relationship ◽  
Relationship Management ◽  
Mood States ◽  
Team Members ◽  
Value Consciousness ◽  
Cognitive Information

The competence of organizational management is required to cope with complexity of technology and diversity of social demands for maintaining good interpersonal relationship by the support of advanced technology. The competencies, such as self-management, interpersonal relationship management, play a crucial role in improving individual and organizational performance. Experiences of interpersonal relationship at work are multifaceted with value consciousness, mood states at work, members’ work attitudes in addition with technical knowledge and skills which are constituted of explicit cognitive information. Organizational climate or culture is focused in recent studies to improve human performance by avoiding erroneous actions, accidental occurrences, or withdrawal attitudes such as absent, turnover intention. The participants to organization are expected to act as an actor or some of them as a leader to help in developing themselves and coworkers, building bonds to collaborate with team members, for improving organizational performance and for providing high quality of service. This chapter is focused on the effect of mood states at work on workers perceived health and perceived performance, and on the effect of the competence of interpersonal relationship management on organizational performances.

Iklim Organisasi dan Kepuasan Kerja Sebagai Strategi Mempertahankan Karyawan: Studi Pada Perusahaan Dealer Mobil Pekanbaru

2021 ◽  
Vol 10 (1) ◽  
pp. 77-86
Author(s):  
Kasmiruddin Kasmiruddin ◽  
Ruzikna Ruzikna ◽  
Lie Othman ◽  
Nurjanah Nurjanah
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Turnover Intention ◽  
Coefficient Of Determination ◽  
Research Model ◽  
Employee Job Satisfaction ◽  
The City ◽  
A Company

The desire to leave the company or called turnover intention will interfere with organizational performance in realizing the company's goals to win business competition. Turnover intention is likened to a disease that is difficult to cure by a company so that it becomes a challenge for companies to try to retain experienced employees. It is important for leaders to create an organizational climate and employee job satisfaction so that it can be a strategy for maintaining employee presence in the company. This study aims to analyze the influence of organizational climate and job satisfaction on the desire to leave the company. The population or research object is one of the dealer companies that are experienced in the city of Pekanbaru, namely Truck Car Dealers. Data collection using a questionnaire, and data analysis using SmartPLS 2.0 analysis. The results showed that the coefficient of determination (R2) for the variable willingness to leave was 0.589. This means that the output desire construct variable can be explained by the variability of organizational climate and job satisfaction of 58.90% while the remaining 41.10% is explained by other variables outside the research model. It is proven that there is a significant influence of organizational climate on the desire to leave the company and job satisfaction on the desire to leave the company. Recommendations that it is important for company leaders to improve the quality of the organizational climate by providing better work facilities and employee job satisfaction through increasing the provision of more attractive incentives or bonuses.Penelitian ini bertujuan untuk menganalisis apakah iklim organisasi dan kepuasan kerja berpengaruh signifikan terhadap keinginan keluar karyawan, dan menentukan apakah iklim organisasi dan kepuasan kerja efektif sebagai strategi mempertahankan karyawan pada Perusahaan Dealer Mobil di Pekanbaru. Metode penelitian yang digunakan metode kuantitatif dengan tipe penelitian eksplanatori, dan menggunakan data primer yang diperoleh dari responden. Data dikumpulkan melalui kuesioner yang terdiri dari 32 pertanyaan; Sampel terdiri dari 100 responden karyawan dari populasi sebesar 118 karyawan dengan menggunakan teknik purposive smpling. Data yang dikumpulkan dari kuesioner menggunakan pengukuran skala likert dan pengolahan data menggunakan statistik regresi liner berganda melalui SPSS versi 22.0. Temuan hasil penelitian: 1) iklim organisasi dan kepuasan kerja berpengaruh signifikan negatif terhadap keinginan karyawan keluar dari perusahaan; 2)Ikllim organisasi tidak berpengaruh signifikan negatif terhadap keinginan karyawan keluar dari perusahaan; 3)kepuasan kerja memiliki pengaruh signifikan terhadap keinginan karyawan keluar perusahaan. Implikasi hasil penelitian, iklim organisasi dan kepuasan kerja sebagai strategi mempertahankan karyawan sudah tepat secara kolaborasi, tapi tidak efektif sebagai strategi tunggal.

Interference of Mood States at Work with Perceived Performance, Perceived Efficacy, and Perceived Health

2010 ◽  
pp. 190-204
Author(s):  
Murako Saito
Keyword(s):  
Interpersonal Relationship ◽  
Relationship Management ◽  
Perceived Health ◽  
Mood States ◽  
Self Management ◽  
Organizational Environment ◽  
Perceived Efficacy ◽  
Organization Model ◽  
Manufacturing Plants ◽  
Perceived Performance

The competencies of self-management and interpersonal relationship management play a crucial role in improving individual and organizational performance. Interference of mood states at work with perceived performance, perceived efficacy, and perceived health of individual workers needs to be clarified in redesigning an organizational environment which has an effect on enhancing the competence of individual self-management and interpersonal relationship management. This chapter provides some evidence on the relationship of mood states at work with perceived performance, perceived efficacy, and perceived health of the workers employed in beverage manufacturing plants and lapping chemicals manufacturing plants. The perceptions of performance, self-efficacy, and health status significantly differed among mood states at work. Vigorous mood at work gives positive effect on work perception which in turn leads to the enhancement of work ability and of interpersonal management competence. Vigorous mood at work gave effective power in changing organizational environment and in building in credibility among the participants, which promises a gain in intangible human assets in addition to tangible and extrinsic assets in redesigning innovative organization model.

Relationship Quality in the Hospitality Industry: Critical Review and Future Directions

2019 ◽  
Vol 118 (12) ◽  
pp. 83-91
Author(s):  
Harish B ◽  
Dr. Sam Thomas
Keyword(s):  
Organizational Performance ◽  
Relationship Quality ◽  
Critical Review ◽  
Hospitality Industry ◽  
Hotel Industry ◽  
Relationship Management ◽  
Direct Influence ◽  
Future Directions ◽  
Industry Relationship

In the highly competitive hotel industry, relationship management is of utmost importance. Not only effective relationship management helps loyalty and repurchase, but it is also found to have a direct influence on organizational performance. The effect of relationship management is dependent on the construct of relationship quality. The aim of the paper is to critically analyze the existing literature on the antecedents and outcomes of  Relationship Quality in the context of hospitality industry.

scholarly journals Importance of use of High-performance work system and effectiveness of employee’s role on organizational performance: A Review

2019 ◽  
Vol 7 (7) ◽  
pp. 421-425
Author(s):  
Jyoti Aggarwal
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Human Performance ◽  
Voluntary Turnover ◽  
Sales Growth ◽  
Work System ◽  
Knowledge Sharing Behavior ◽  
Top Performers ◽  
High Performance Work System ◽  
Sharing Behavior

Human Performance Work System is an important part of every organization. It not only manages the system practices for employees but is also dedicated towards employee effectiveness. There are some factors which might be effective towards organizational performance. For example, employee’s performance is the most important part of an organization’s success, relationship between employee and supervisor, sales growth, voluntary turnover, knowledge sharing behavior, employee attitude, and effect on top performers. This literature review reveals that all the factors mentioned above are helpful in contributing towards making organizational performance better except voluntary turnover.

scholarly journals VERSLO ORGANIZACIJŲ KLIMATO ĮVERTINIMO GALIMYBĖS

Psichologija ◽  
2005 ◽  
Vol 31 ◽  
pp. 86-100
Author(s):  
Rita Rekašiūtė-Balsienė
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Organizational Development ◽  
Wide Spectrum ◽  
Work Organization ◽  
Working Environment ◽  
Future Research ◽  
Climate Assessment ◽  
And Performance ◽  
Business Departments

Daugelio tyrimų rezultatai rodo, kad organizacijos klimatas ir jos veiklos rezultatai yra susiję. Organizacijos klimato matavimas gali būti atspirties taškas planuojant veiklos tobulinimo, siekiant didesnio efektyvumo, pokyčius. Straipsnyje pristatytos trys organizacijos klimato teorijų grupės ir atliktas tyrimas, siekiant aprašyti Lietuvos verslo organizacijų klimatą. Tyrimo tikslas – įvertinti Lietuvos verslo organizacijų klimatą taikant tam sukurtą metodiką. Tyrimui keliami uždaviniai: 1) parengti organizacijos klimato vertinimo metodiką; 2) išanalizuoti organizacijos klimato ypatybes, būdingas Lietuvos verslo organizacijoms. Gauti rezultatai rodo, kad Lietuvos verslo organizacijų klimatas turi bendrų ypatumų: geriausiai yra vertinama organizacijos svarba darbuotojams (didžiavimasis organizacija), darbuotojų pastangos ir tarpusavio santykiai bei pagarba, o blogiausiai – darbuotojų veiklos ir pastangų įvertinimas bei darbo organizavimas. Sukurta metodika patikrinta tiriant Lietuvos verslo organizacijas. Ji leidžia įvertinti bei aprašyti organizacijos klimatą ir gali būti pagrindas aiškinantis, kokia yra organizacijos būklė. ORGANIZATIONAL CLIMATE ASSESSMENT POSSIBILITIES IN BUSINESS ORGANIZATIONSRita Rekašiūtė-Balsienė SummaryOrganizational climate has been widely discussed in the literature since the concept of social climate was proposed. They perceived organizational climate as a set of properties of the working environment which can be measured. In the article we present three set of theories of organizational climate concepts, which were found in the literature.The wide spectrum of organizational climate and performance surveys suggests that there are relationship between the climate dimensions and all kind of organizational performance indicators. It is suggested, that for a plan of activities for improving effectiveness of all organization may be used climate surveys.The purpose of this survey is to evaluate organizational climate is Lithuanian business organizations using the questionnaire which was created by the author of the article.Sample: 6 Lithuanian organizations from the service business sector, total of 591 employees. All organizations are among the firs seventh leaders of their practice field.Method: Organizational climate questionnaire (constructed by author of the article) was used in this survey. Factorial analysis distinguishes eight factors (scales): evaluations of employee attempts and performance; interrelations and respect; flexibility and quality of organization performance; employee struggle; goals knowledge; organization magnitude; cooperation; work organization. The research has been carried out in 2003–2004.Results of this survey shows, that all organizations have common peculiarities of organizational climate. Perceived as the best organizational climate aspects are organization magnitude, employee struggle, interrelations and respect; perceived as the worst organizational climate aspects are evaluation of employee attempts and performance and work organization. There was found significant differences in perceived organization conditions between managers and employees and between business departments and business support departments, what request more in depth survey. Organizational climate of two organizations are described in detail. It is suggested, that created questionnaire can be used to asses organizational climate and be useful tool for the organizational development practitioner and researcher. Practical implications and suggestions for future research are proposed.

scholarly journals MEMBANGUN CUSTOMER RELATIONSHIP MANAGEMENT (CRM) PADA USAHA RITEL PASAR TRADISIONAL DI KOTA TANGERANG SELATAN

2021 ◽  
Vol 3 (2) ◽  
Author(s):  
Thio Lie Sha ◽  
M Tony Nawawi Tony Nawawi ◽  
Rosmita Rasyid Rosmita Rasyid
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Online Retail ◽  
Building Relationships ◽  
Team Members ◽  
Traditional Markets ◽  
Retail Business ◽  
Retail Trading ◽  
Lack Of Knowledge

In community service activities that have been carried out in Tangerang City, the aim of this activity is to conduct training in retail businesses in South Tangerang, in building relationships with customers. Providing knowledge on how to build good relationships with customers is expected to increase customer loyalty. This activity refers to the results of internal grant research from PKM team members on customer relationship management (CRM). For retail businesses, it is very important to build customer relationship management (CRM) in increasing and maintaining loyal customers. The partner that is used as a place of activity is engaged in retail trading in eight traditional markets in South Tangerang, and has been in business for 6 years. With preliminary observations made on partners, several problems faced by these partners were identified, including a). Lack of knowledge of partners in doing good relationships with customers. b) lack of knowledge of partners to analyze customer relationship management (CRM) programs in maintaining customers. Based on the analysis of partner problems, there is still weak knowledge of customer relationship management (CRM) so that partners have not been able to build relationships with customers. The method offered in this activity is training online retail business owners. The results of this activity indicate that the partners are very enthusiastic in listening to and discussing the CRM material delivered by the PKM TEAM. Thus the understanding of partners about CRM will be further improved. ABSTRAK:Pada kegiatan pengabdian kepada masyarakat yang telah dilaksanakan di Kota Tangerang, yang bertujuan untuk kegiatan ini adalah melakukan pelatihan pada usaha ritel di Tangerang Selatan, dalam membangun hubungan dengan pelanggan. Dengan pembekalan pengetahuan tentang cara membangun hubungan yang baik dengan pelanggan diharapkan dapat meningkatkan loyalitas pelanggan. Kegiatan ini mengacu dari hasil penelitian hibah internal dari anggota tim PKM tentang customer relationship managemen (CRM). Bagi usaha ritel sangat penting membangun customer relationship managemen ( CRM) dalam meningkatkan dan mempertahankan pelanggan yang setia. Mitra yang dijadikan tempat kegiatan adalah bergerak dalam bidang perdagangan eceran di pasar tradisional delapan Tangerang Selatan , dan sudah melakukan usaha selama 6 tahun. Dengan observasi awal yang dilakukan pada mitra teridentifikasi beberapa persoalan yang dihadapi mitra tersebut diantaranya a). Kurangnya pengetahuan mitra dalam melakukan hubungan yang baik dengan pelanggan. b) kurangnya pengetahuan mitra menganalisis program customer relationship managemen (CRM) dalam mempertahankan pelanggan. Berdasarkan analisis masalah mitra , masih lemahnya pengetahuan akan customer relationship managemen (CRM) sehingga mitra belum mampu membangun hubungan dengan pelanggan. Metode yang ditawarkan pada kegiatan ini adalah pelatihan kepada pemilik usaha ritel secara daring. Hasil kegiatan ini menunjukkan bahwa mitra sangat antusias dalam mendengarkan dan berdiskusi tentang materi CRM yang disampaikan oleh TIM PKM. Dengan demikian pemahaman mitra tentang CRM akan lebih meningkat.

The individual and organizational level effects of TQM practices on job satisfaction

2017 ◽  
Vol 38 (2) ◽  
pp. 215-225 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Brian Cooper
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Attitudes ◽  
Organizational Level ◽  
Total Quality ◽  
Content Type ◽  
Multi Level ◽  
The Individual ◽  
A Company

Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

Wat komt eerst: organisatieklimaat of organisatieprestatie?

2007 ◽  
Vol 20 (3) ◽  
Author(s):  
Karina van de Voorde ◽  
Marc van Veldhoven
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Financial Services ◽  
Average Interval ◽  
Competing Models ◽  
Climate Influences ◽  
The Relationship ◽  
Time Point

What comes first: organizational climate or organizational performance? What comes first: organizational climate or organizational performance? K. van de Voorde & M. van Verldhoven, Gedrag & Organisatie, volume 20, September 2007, nr. 3, pp. 217-237 This paper presents a two-wave cross-lagged study (average interval of two years) on time precedence in the relationship between organizational climate and organizational performance in 171 branches of a financial services organization. On the basis of organizational climate theory it was hypothesized that organizational climate influences organizational performance, but also that organizational performance influences organizational climate. It was also hypothesized that both processes are present simultaneously. Results of a series of competing models in AMOS show that organizational climate at time point 1 influences organizational performance at time point 2.

Training Techniques for Developing Trust in Virtual Teams

2011 ◽  
pp. 1659-1666
Author(s):  
Peggy M. Beranek ◽  
Ben Martz ◽  
Monique French
Keyword(s):  
Organizational Performance ◽  
Virtual Teams ◽  
Communication Systems ◽  
Computer Mediated Communication ◽  
Past Research ◽  
Mediated Communication ◽  
Team Members ◽  
Face To Face ◽  
Computer Mediated ◽  
Comparison Of The Results

Trust among team members is a major factor influencing the cohesiveness of the group, trust also has a direct impact on team performance, problem solving, organizational performance, and organizational communication. Virtual teams are teams in which members are distributed and communicate via computer-mediated communication systems (CMCS). Past research has indicated that the development of trust among team members requires face-to-face communication, thereby making it difficult for virtual teams to develop trust. Recent research has shown that it is possible to train virtual teams to exhibit higher levels of trust. This paper describes and discusses different methods of trust training for virtual teams. We offer a comprehensive comparison of the results and analysis of the training programs of these studies and offer advice on developing and conducting such programs.

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