scholarly journals The importance of organizational culture for humanitarian operations

2021 ◽  
Vol 16 (1) ◽  
pp. 61-79
Author(s):  
Nikola Milošević ◽  
Milan Mišić ◽  
Nemanja Matić
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Internal Structure ◽  
Value Systems ◽  
Sense Of Purpose ◽  
Humanitarian Operations ◽  
Humanitarian Organizations ◽  
Patterns Of Behavior ◽  
Principles And Standards ◽  
Humanitarian Setting

The humanitarian setting poses a number of challenges to organizations, so it is important to respond in an adequate way. Organizational culture is a significant factor in organizational performance and can be a deciding factor between success and failure. Every organization has its own unique culture, whether management is aware of it or not. In order to perform in the most efficient way and to be able to carry the strategy into effect properly, humanitarian organizations need an adequate and strong organizational culture. Then, to strengthen the team's sense of purpose and help it move in a unified direction humanitarian principles and standards are developed. For the development of the organization timely establishment of value systems and patterns of behavior is very important. Organizational culture is important for internal structure as well as for external bonds among participants.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (2) ◽  
pp. 43-50
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

Background/Objectives: According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」, the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

Cultura organizacional y desempeño innovador en cuatro sectores productivos

Oikos ◽  
2015 ◽  
Vol 15 (31) ◽  
pp. 61
Author(s):  
Rafael G. Ricardo Bray ◽  
Ignacio Gómez Roldán
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Innovation Performance ◽  
The Other ◽  
Economic Sector ◽  
Economic Sectors ◽  
Other Hand

RESUMENPara un conjunto de ciento cuarenta y una organizaciones colombianas (95% bogotanas) clasificadas bajo la nomenclatura CIIU pertenecientes a 4 sectores económicos, se estimó el perfil de cultura organizacional de cada una a partir de la aplicación del Organizational Culture Survey (DOCS) de Daniel Denison y asociados. Las organizaciones bogotanas del estudio presentan unos perfiles culturales muy similares, no obstante pertenecer a diferentes sectores económicos. Por otro lado, las relaciones existentes entre las diferentes variables de cultura organizacional y el desempeño innovador difieren entre sectores económicos.Palabras clave: perfil de cultura organizacional, encuesta Denison de cultura organizacional, sector Económico, desempeño organizacional, innovación. Organizational culture and innovation performance in four different sectorsABSTRACTFor a sample of one hundred forty one Colombian organizations (95% located in Bogotá) classified under the CIIU ranking, the organizational culture profile of each one was estimated using the Organizational Culture Survey (DOCS) of Daniel Denison and associates. The organizations studied show very similar cultural profiles, although they belong to different economic sectors. On the other hand, the relationships existing between the different variables of organizational culture and innovation performance differ among economic sectors.Keywords: organizational culture profile, Denison organizational culture survey (DOCS), economic sector, organizational performance, innovation.

Value and motivational aspects of employee personality in the monetary and financial sector

2019 ◽  
pp. 95-101
Author(s):  
D. V. Vel’misova
Keyword(s):  
Organizational Performance ◽  
Labor Relations ◽  
Employee Performance ◽  
Group Analysis ◽  
Financial Sector ◽  
Employee Motivation ◽  
Semantic Space ◽  
Value Systems ◽  
Professional Activity ◽  
Professional Qualification

The presented study examines the value and motivational aspects of employee personality in the monetary and financial sector in 2017–2019.Aim. The study aims to perform a sociological analysis of value and motivational aspects and to substantiate their regulatory role in improving employee performance in the monetary and financial sector.Tasks. Based on the proposed methodology for the diagnostics of the value and motivational aspects of employee personality in the monetary and financial sector, the author performs an empirical analysis of the professional activity of different employee categories, identifies the major orientations and preferences, and develops a five-step plan to improve employee motivation in professional activity.Methods. The theoretical and methodological basis of this study includes findings of Russian and foreign authors in the field of value systems, motives, personal priorities, their formation, dynamics, and impact on individual and social development.Results. The study determines the essence of value and motivational aspects; develops a refined methodology for the diagnostics of the value and motivational aspects of employee personality in the monetary and financial sector; performs a comparative analysis of value and motivational aspects, including detection of statistically significant differences depending on employee affiliation with professional qualification and status groups; identifies patterns in the dynamics of the value-semantic space of monetary and financial organizations in the field of social and labor relations.Conclusions. The main conclusion to be drawn from this study is that the structure of value and motivational aspects, which are an attribute of the quality and performance of employee labor in the monetary and financial sector, differs significantly depending on employee affiliation with a certain status or professional qualification group. Analysis, modeling, and monitoring of the value and motivational aspects that characterize certain social and professional roles, interpretation of this information and its application in the regulation of social and labor relations are the crucial componentsof management of labor quality and organizational performance. 

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.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

scholarly journals Penerapan Organisasi Pembelajar Dalam Upaya Meningkatkan Kinerja PD ABC

2018 ◽  
Vol 14 (3) ◽  
pp. 228-248
Author(s):  
Rulli Hendriani ◽  
M. Syamsul Ma'arif ◽  
M. Joko Affandi
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Improvement ◽  
Learning Organization ◽  
Structural Equation ◽  
Negative Influence ◽  
Positive Influence ◽  
Equation Model ◽  
Insignificant Effect ◽  
Organization Leadership

This study aims to 1) analyze the implementation of learning organization in PD ABC; 2) analyze the influence of learning organization towards performance improvement of PD ABC; 3) analyze the influence of leadership and organizational culture towards learning organizations, 4) analyze the influence of learning organization, leadership and organizational culture towards performance improvement of PD ABC, and 5) formulate a sustainable learning organization strategy to improve the performance of PD ABC. Methods in this research were Structural Equation Model (SEM) and Analytical Hierarchy Process (AHP). The results showed that 1) information systems and sharing of knowledge, organizational relationship, strategic leadership, collaboration and team learning need to be improved; 2) leadership has a positive influence and significant effect with learning organization but organizational culture has insignificant effect towards learning organization; 3) learning organization has a positive influence and significant effect towards improving PD ABC performance; learning organization has a positive influence and significant effect towards organizational performance, although leadership and organizational culture have a negative influence but insignificant effect towards performance organization; 4) in order to develop sustainable learning, PD ABC has to provide measurable evaluation and monitoring systems, transparent rewards and punishment, as well as competent people. Keywords: Leadership, learning organization, organizational culture, organizational performance, strategy Abstrak Penelitian ini bertujuan 1) menganalisis penerapan organisasi pembelajar di PDABC; 2) menganalisis pengaruh organisasi pembelajar terhadap organisasi pembelajar, 3) menganalisis pengaruh kepemimpinan dan budaya organisasi dengan organisasi pembelajar; 4) menganalisis pengaruh organisasi pembelajar, kepemimpinan, dan budaya organisasi terhadap peningkatan kinerja PD ABC; dan 5) memformulasikan strategi organisasi pembelajar berkelanjutan dalam upaya meningkatkan kinerja PD ABC. Metodologi penelitian ini mengambil data secara stratified random sampling ,analisadeskriptif,StructuralEquationModel (SEMLisrel), danAnalyticalHierarchy Process (AHP). Hasil penelitianadalah 1) sistem informasi dan penyebaran pengetahuan, hubungan organisasi,kepemimpinan strategis, kolaborasi dan pembelajaran tim masih perlu ditingkatkan; 2)kepemimpinan berpengaruh signifikan terhadap organisasi pembelajar, budaya organisasiberpengaruh tidak signifikan terhadap organisasi pembelajar; 3) organisasi pembelajarberpengaruh signifikan dengan kinerja organisasi, namun kepemimpinan dan budayaorganisasi secara langsung berpengaruh negatif namun tidak signifikan dengan kinerjaorganisasi 4) strategi meningkatkan kinerja PDABC melalui organisasi pembelajar yaitumenyediakan sistem evaluasi dan monitoring yang terukur serta reward dan punishment yangtransparan. Efektivitas kerja perlu didukung dengan penempatan orang yang tepat sesuai dengan kompetensinya dan melakukan pemberdayaan karyawan.Kata Kunci : Budaya organisasi, kepemimpinan, kinerja organisasi, organisasi pembelajar, strategi

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