Cloud-IoT Implementations & Its Impact on Organizational Performance - A Quantitative Study on IT & Business Leaders

Purpose – The purpose of the paper is to present a viewpoint based on an empirical study conducted by the author, which explored the motivational techniques used by 30 chief executive officers in the context of an advancing economy like Greece that faces a severe financial crisis and evaluated the impact of such motivational tools on staff performance. Design/methodology/approach – The viewpoint is based on a quantitative survey of 30 Greek large organizations involving the leaders of the firms and 113 workers. In all, 143 responses were collected concerning the main motivational techniques used by the participant leaders and their impact on employee behavior. Findings – Overall, the findings showed that in the short-term, both motivational models (i.e. “inspirational” versus “fear”) may lead to effective organizational performance. However, the main difference appears to be related to the long-term impact of each model on firm performance. In particular, the findings indicated that “fear motivation” is more likely to lead to poor firm performance in the long-run compared to “inspirational motivation” due to increased staff absenteeism and turnover. Practical implications – The core implication of the study is that “fear motivation” should be reconsidered by business leaders, as the particular motivational approach adopted has been based on a limited understanding around its overall impact on employee performance. As the analysis revealed, a motivational model focused around empowerment, trust and individual development may lead to better organizational results. Originality/value – It informs the existing management literature about the impact of different motivational patterns on employee performance, where our knowledge is limited.

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KETERAMPILAN KEPEMIMPINAN BISNIS GLOBAL YANG EFEKTIF

MBIA ◽

10.33557/mbia.v19i1.502 ◽

2020 ◽

Vol 19 (1) ◽

pp. 49-65

Author(s):

Nazwirman Nazwirman

Keyword(s):

Organizational Performance ◽

Human Resource Development ◽

Cultural Awareness ◽

Leadership Skills ◽

Global Market ◽

Cross Cultural ◽

Business Leaders ◽

Employee Relations ◽

Global Business ◽

Business Leadership

This research is qualitative in nature that draws findings from various literatures in relation to global business leadership and cross-cultural management. This is an initial effort to identify the essence of leadership skills for global business leaders to face current and future challenges. In global business including technological innovation, and demographic change, companies must seek effective leadership for diverse organizational management. Leadership in global environmental conditions that seeks to involve cultural awareness, global mindset, effective interpersonal skills, and leader-employee relations and the need to develop leadership skills. There are eleven important skills identified for global business leaders that are effective in developing diverse locations. These skills are useful for growing employee potential, improving overall organizational performance, taking social responsibility, and cross-cultural human relations. So global business leaders need to continually update effective knowledge, skills and abilities in developing cross-cultural work and management environments, to be able to compete in the global market. Global business management and human resource development will be very useful by exploring empirically the essence of leader skills. In the future this strategy will be very beneficial for global business leadership practices.

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Developing, validating, and testing a model of reflective leadership

Leadership & Organization Development Journal ◽

10.1108/lodj-09-2016-0230 ◽

2017 ◽

Vol 38 (7) ◽

pp. 886-896

Author(s):

David Egleston ◽

Patricia Ann Castelli ◽

Thomas George Marx

Keyword(s):

Organizational Performance ◽

Statistical Significance ◽

Business Leaders ◽

Management Tool ◽

Future Research ◽

Content Type ◽

Organizational Goals ◽

Safe Work ◽

Survey Responses ◽

Measures Of Performance

Purpose The purpose of this paper is to develop, validate, and test the impacts of reflective leadership (RL) on organizational performance. Design/methodology/approach This is an empirical study based on over 700 survey responses from business leaders around the world. An instrument was developed to validate the model, and the statistical significance of its impacts on organizational performance was tested. Findings The findings show that a model of RL consisting of three leadership practices, creating an open and safe work environment, defining purpose, and challenging assumptions had significant impacts on organizational performance, accounted for 16.5 percent of the variance in the accomplishment of organizational goals; 13.9 percent of the variance in sales; and 14.7 percent of the variance in profits. Research limitations/implications The major limitations are the biases that might be introduced with survey data. There are numerous implications for future research in terms of exploring additional RL practices, their impacts on additional and objective measures of performance, and in exploring the effects of moderating and mediating variables on the impacts of RL on performance. Practical implications The results show that RL is an effective management tool practitioners can employ to improve organizational performance. Originality/value A number of studies have broadly suggested that RL improves organizational performance, but this study empirically tests the impacts of a clearly defined, validated model of leadership on specific measures of performance.

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Desirable leadership attributes are preferentially associated with women: A quantitative study of gender and leadership roles in the Australian workforce

Australian Journal of Management ◽

10.1177/0312896218781933 ◽

2018 ◽

Vol 44 (1) ◽

pp. 32-49 ◽

Cited By ~ 4

Author(s):

Oren Griffiths ◽

Lynette Roberts ◽

Josh Price

Keyword(s):

Quantitative Study ◽

Gender Stereotypes ◽

Business Environment ◽

Jel Classification ◽

Business Leaders ◽

Leadership Roles ◽

Leadership Qualities ◽

Diverse Range ◽

Leadership Attributes ◽

Local Diversity

Women are under-represented globally in leadership roles. One theory suggests that this imbalance is due to a mismatch between the qualities women are perceived to have, and the qualities desired in business leaders. Yet, little is known about whether this incongruence remains prevalent in the Australian business environment. To this end, this study investigated gender stereotypes and desired leadership attributes in 1885 participants from 25 companies using a priopietary measure developed by a local diversity consulting company. Participants ranked the attributes that they believed were most important for leadership and rated the degree to which each attribute was associated with men or women. Men were more strongly associated with some agentic traits, whereas women were more strongly associated with a diverse range of both agentic and communal traits. Desired leadership qualities included both agentic and communal qualities, but generally favoured traits associated with women. JEL Classification: J16, M12

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The Importance of Individual Motivations in Organizational Performance - A Quantitative Study

International Journal of Managerial Studies and Research ◽

10.20431/2349-0349.0412001 ◽

2016 ◽

Vol 4 (12) ◽

Keyword(s):

Organizational Performance ◽

Quantitative Study

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EMPLOYEE ENGAGEMENT: THE KEY SUCCESS FACTOR

International Journal of Research -GRANTHAALAYAH ◽

10.29121/granthaalayah.v3.i5.2015.3017 ◽

2015 ◽

Vol 3 (5) ◽

pp. 77-87

Author(s):

Upasana Dhanda

Keyword(s):

Organizational Performance ◽

Employee Engagement ◽

Well Being ◽

Business Leaders ◽

Success Factor ◽

High Performing ◽

Business Goals ◽

Hr Managers ◽

Mental Well Being ◽

Key Success Factor

An organization’s success and profitability depends upon the performance of its employees. Business leaders know that a high-performing workforce is essential for the achievement of strategic business goals. Therefore, it is important that the employees are fully committed towards the organization’s goals and are motivated to give their best efforts for achievement of these goals. Today, the companies have to survive the cut-throat competition and beat their competitors. Therefore, the physical and mental well-being of the employees becomes an important aspect which the HR managers need to focus on. The concept of employee engagement in the organizations is gaining importance. Employee engagement can be a deciding factor for an organization’s success in today’s competitive world. . High levels of employee engagement promote retention of talent, foster a sense of belongingness, improve organizational performance and increase the stakeholder value. Engaged employees are attached to the organization, enthusiastic about their work and take efforts beyond the employment contract. Thus, engaged employees can be seen as powerful source of competitive advantage. This paper provides a conceptual framework on employee engagement. Various drivers of employee engagement are discussed. The difficulties in measuring employee engagement are also analyzed. The paper also throws light on various strategies to be adopted for effective engagement.

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People as a Key Resource of Company Performance

Research Papers Faculty of Materials Science and Technology Slovak University of Technology ◽

10.2478/rput-2013-0024 ◽

2013 ◽

Vol 21 (Special-Issue) ◽

pp. 145-149

Author(s):

Lenka Pucikova ◽

Paul Woolliscroft ◽

Milos Cambal

Keyword(s):

Organizational Performance ◽

Performance Management ◽

Human Resources Management ◽

Team Building ◽

Business Leaders ◽

Company Performance ◽

Total Quality ◽

Key Factor ◽

Management Approaches

Abstract Recent years have seen a lot of new management approaches for improving organizational performance such as: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Business leaders today are forced to focus even more on the profitability of their business. During the last several years, companies have initiated Performance Management (PM) systems to improve the quality of their management. In many companies they have succeeded, but in quite a few they have failed. This article presents the importance of Human Resources Management (HRM) and employees as a key factor on success of the company. Authors report that people in organization are a key resource of performance of company. The aim of the article is to analyze literature review and findings of researches with the purpose of completing the PhD theses of authors.

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Electron-Mirror Microscopic Aspects of Ferroelectric Domains of BaTiO3 And Ca2Sr (C2H5CO2)6

Proceedings, annual meeting, Electron Microscopy Society of America ◽

10.1017/s0424820100069387 ◽

1970 ◽

Vol 28 ◽

pp. 478-479

Author(s):

Teruo Someya ◽

Jinzo Kobayashi

Keyword(s):

Surface Layer ◽

Electric Fields ◽

Quantitative Study ◽

Recent Progress ◽

Ferroelectric Domain ◽

Resolving Power ◽

Surface Pattern ◽

Crystal Surfaces ◽

One Dimensional ◽

Ferroelectric Domains

Recent progress in the electron-mirror microscopy (EMM), e.g., an improvement of its resolving power together with an increase of the magnification makes it useful for investigating the ferroelectric domain physics. English has recently observed the domain texture in the surface layer of BaTiO3. The present authors ) have developed a theory by which one can evaluate small one-dimensional electric fields and/or topographic step heights in the crystal surfaces from their EMM pictures. This theory was applied to a quantitative study of the surface pattern of BaTiO3).

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