scholarly journals Quality Management Practice Influences Organizational Performance: A Case of a Vietnamese SME

2017 ◽  
Vol 13 (9) ◽  
pp. 33 ◽  
Author(s):  
Giang Ngo Tinh Nguyen ◽  
Duong Tran Thuy Ninh
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Organizational Performance ◽  
Process Management ◽  
Planning Process ◽  
Positive Impact ◽  
Management Practice ◽  
Human Resources Management

Quality Management Practice (QMP) has been proven its positive impact on organizational performance and received significant attention in recent years. However, there is little or no studies on QMP and organizational performance in Vietnam, specifically in Binh Duong. This research concentrated on finding the degree to which five elements of QMP namely Leadership, Strategic Planning, Process Management, Human Resource Management and Customer Satisfaction influence organizational performance within the scope of a SME in Binh Duong, Vietnam. In this study, a survey was conducted involving internal human resources and external customers, resulting in a response rate of 100 percent. Data was collected from three different perspectives of managers, staff and customer to gain the best insight understanding. The results of the survey revealed that Strategic Planning, Human Resources Management and Customer Satisfaction take important role to play in increasing performance of this organization while the other fundamentals needs more improvement to fully implement QMP at the company. This research has the potential for further research to enhance the standards of QMP in Binh Duong area.

scholarly journals The Effect of Total Quality Management on Organizational Performance: Empirical Evidence from the Construction Sector in Sulaymaniyah City, Kurdistan Region – Iraq

2021 ◽  
Vol 5 (1) ◽  
pp. 29-41
Author(s):  
Dalia Khalid Faeq ◽  
Zanete Garanti ◽  
Zana Majed Sadq
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Process Management ◽  
Positive Impact ◽  
Quality Data ◽  
Employee Relations ◽  
Company Performance ◽  
Kurdistan Region ◽  
Total Quality

This empirical study seeks to examine the effect of Total Quality Management characterized by (management-leadership, employee relations, supplier management, project design, training, quality data and reporting, process management, continuous improvement, and customer focus) via organizational performance in the sector of construction in Sulaymaniyah City - Kurdistan Region - Iraq. For conducting this study, the data was collected through primary sources using a survey questionnaire to collect data from (106) leaders, heads of departments, managers, and supervisors. The obtained data were analyzed using statistical analysis tools like SPSS and SEM. The results showed that all the principles of Total Quality Management have a significant positive impact on construction company performance. The proposed model showed an acceptable fit.

A New Entrepreneurship Model for Digital Enterprises

2021 ◽  
pp. 43-66
Author(s):  
Fahri Özsungur
Keyword(s):  
Human Resources ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Process Management ◽  
Human Resources Management ◽  
Career Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Career Management System

Career management is an important and up-to-date issue in strategic human resources management. Career management has significant impacts on many topics such as entrepreneurship, leader-employee interaction, increasing competitiveness, organizational climate, application of innovative and creative ideas, the efficiency of organizational decisions, organizational performance and profitability, internationalization, teamwork, project and process management, is a concept regarding entrepreneurship. Career entrepreneurship, which is introduced to literature for the first time, is explained in this chapter. This concept is put forward with the topics of a theoretical framework, career entrepreneurship, digital career management system, entrepreneurial career behavior, ICT-career management, and digital enterprise transformation. In the conclusion section, suggestions are made to provide important insights for human resources managers, leaders, politicians, and academicians.

scholarly journals TRANSFORMATION OF METHODOLOGY OF STAFF INCENTIVE AND ENGAGEMENT

2021 ◽  
Author(s):  
Olena Ovcharuk ◽  
Keyword(s):  
Human Resources ◽  
Labor Relations ◽  
Management Practice ◽  
Methodological Approach ◽  
Human Resources Management ◽  
Incentive Scheme ◽  
New Paradigm ◽  
Cognitive Component ◽  
Engagement Process ◽  
Definition Of

The main approaches to the methodology of staff incentive and engagement are considered in the article. The research aim is to develop theoretical and methodological provisions, methodological approaches to the formation, functioning and development of a staff incentive scheme. Today, economics has developed several contradictory approaches to the definition of a category “staff incentive scheme”, as a consequence of ambiguous understanding of such categories as “motive” and “stimulant”, “engagement” and “incentive”. The issue of the relation between these concepts has remained controversial. In management practice, these categories are not differentiated, they are considered rather as synonymous concepts. The author has summarized the views of economists on the essence of the “incentive” and “engagement” concepts. It has been determined that, most scientists proceed from the fact that engagement is a broader concept than incentive. The article examines the engagement process from the standpoint of the stimulant impact on the motive formation. Staff incentive in an organization is not only a process but also a system, therefore, defining the technological component of the methodology, the author considered it as a system and process at the same time. The article describes the structure of a staff incentive scheme in different types of social and labor relations. As a result of studying the genesis of social and labor relations and the conceptual fundamentals of management and engagement, society development and the scientific and technological progress, the author found that development of a theoretical and methodological approach to staff incentive is efficient and meets the requirements of a new paradigm of socio-economic systems. A theoretical and methodological approach to staff incentive has been offered. This approach differs in the concepts of incentive as a system and process in the formation and support of which the object of management together with the subject is involved. The worldview aspect of the methodology was formed as a result of the development of mechanistic, humanistic, socially-oriented and participative approaches to human resources management. The cognitive component of the methodology is shown in the development of theories which reflect this evolution: classical management theories, the concept of human relations, the concept of human resources, the concept of socially responsible and ethical management.

CHANGE ENGINEERING AND THE RELATIONSHIP OF CHANGE ENGINEERING WITH MODERN MANAGEMENT APPROACHES

2021 ◽  
Vol 7 (28) ◽  
pp. 18-31
Author(s):  
Kaya AĞIN
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management System ◽  
Management Practice ◽  
Management Systems ◽  
Total Quality ◽  
Modern Management ◽  
Growth And Change ◽  
Management Approaches

Global growth and change strategies force organizations to change their management systems. Organizations that want to survive and be successful today apre trying to implementmodern management systems under their own management. Thus, they want to continue their existence in a competitive environment by adapting to changing and developing conditions. Organizations that realize the fact that change is a necessity, we see that they renew their organizational structure, systems and processes in order to compete in global markets. Reengineering is one of these methods. The pressure of competition has made system change. compulsory in organizations Reengineering, like other modern management techniques, aims to radically change the organizational management system, processes and policies in order to increase organizational performance. Reengineering is considered to be closely related to total quality management practice. Total quality management aims at customer satisfaction. Reengineering focuses on how to implement it. Organizations, reengineering management system applications will increase organizational performance. In this study, the theoretical framework of reengineering will be conceptually examined and its relations with total quality management will be revealed. Keywords: Change management, Reengineering, Globalization

Evaluation of Corporate Structure Based on Social Network Analysis

2012 ◽  
pp. 360-371
Author(s):  
Sebastian Palus ◽  
Przemyslaw Kazienko ◽  
Radoslaw Michalski
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Human Resources ◽  
Process Management ◽  
Human Resources Management ◽  
Management Support ◽  
Corporate Structure ◽  
Analysis Process ◽  
Group Detection

Social network analysis provides helpful reports and comparisons, which may support the corporate human resources management. Several ideas, measurements, interpretations and evaluation methods are presented and discussed in the chapter, in particular group detection, centrality degree, location analysis, process management support, dynamic analysis, and social concept networks.

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Using Strategic Planning to Improve Performance Management and Its Impact on Organizational Success

2015 ◽  
Vol 6 (4) ◽  
pp. 44-63 ◽  
Author(s):  
Ahmad Ali Mohassesi ◽  
Rozita Shahbaz Keshvari
Keyword(s):  
Strategic Planning ◽  
Private Sector ◽  
Performance Management ◽  
Planning Process ◽  
Management Practice ◽  
Primary Data ◽  
Management Performance ◽  
Management Tools ◽  
Management Function ◽  
Structured Questionnaire

This research investigated the use of the strategic planning process in improving the management performance of private sector in Iran. Measuring performance is a necessary management practice if action is to result in desired outcomes. An important objective of the Iranian private sector was to focus the attention of private servants on clear specified results rather than bureaucratic procedures. The development of performance management to date appears inadequate in that the most important component of results – outcomes is overlooked from the measurement. Primary data were collected through structured questionnaire with 100 respondents from 20 randomly selected private sectors in different environment. The findings showed the necessity of implementation of strategic planning in private sector concerning the use of appropriate performance management tools and strengthening the implementation of strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused process should be designed and implemented.

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