Organizational Effectiveness

Purpose – The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. Design/methodology/approach – The paper uses British data from two different cross ...

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments.

The notion of “success” is narrowly defined and appropriated within an educational context. Typically limited to objective measures of organizational productivity, effectiveness, and efficiency, “successful” principal practices, we argue, engender action and attention to a broader array of issues and interrelationships. In this study, we conducted an exploratory case study drawing from interviews with five superintendents and three principals to probe broader definitions of successful school leadership. Data analysis revealed three themes to guide further research on successful leadership practice: capillarity of leadership actions, principals’ positionality in relation to members of the school community, and principals’ actions as moral ends.

In this article we strive to develop some basic “economics” of traceability in order to demonstrate that beyond its major use as a food safety tool, mandatory traceability strongly aects the organization of food system, as well as its structures and strategies. In some cases organizational eects can even overwhelm the safety assurance eects. The general eect of treaceability on the organization of the food systems is to drive even more national brands towards procurement policies based on the outsourcing. Traceability can heavily aect the nature of relationships along the food supply chain, replacing contractual relationships strongly relied on trust, with highly engineered technological links based on formal short-period contracts.

This article presents an integrated construct of servant leadership derived from a review of the literature. Subscale items were developed to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. Results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. Strong factor structures and good performance in all validity criteria indicate that the instrument offers value for future research.

Job stress (and more generally, employee health) has been a relatively neglected area of research among industrial/organizational psychologists. The empirical research that has been done is reviewed within the context of six facets (i.e., environmental, personal, process, human consequences, organizational consequences, and time) of a seven facet conceptualization of the job stress–employee health research domain. (The seventh facet, adaptive responses, is reviewed in the forthcoming second article of this series.) A general and a sequential model are proposed for tying the facets together. It is concluded that some of the major problems of the research in this area are: confusion in the use of terminology regarding the elements of job stress, relatively weak methodology within specific studies, the lack of systematic approaches in the research, the lack of interdisciplinary approaches, and the lack of attention to many elements of the specific facets.

Purpose – The purpose of this paper is to investigate the role of performance measurement systems in organisational effectiveness in the context of the financial services sector within a developing country. Design/methodology/approach – Using the mail survey method data were collected from 69 financial institutions operating in Nepal. Multivariate analysis, in particular multiple regression analysis was employed to test the hypotheses. Findings – The results suggest that non-financial measures and feedback are tightly intertwined with organisational effectiveness. While institutions are focused on using the performance measures concerning internal business process perspective, less emphasis is placed on using customer and employee-related performance measures because they are considered less significant to organisational effectiveness. The findings also reveal that strategy-related feedback is considered more critical by management, as opposed to performance and staff. The study als...

Regardless of the sector, companies need to be effective in their organizational structures and support the innovative behavior of their employees in order to ensure their sustainability in a constantly changing and developing competitive environment. The success of companies in innovative activities depends on the innovative behavior of the employees. For this reason, employees should be psychologically strong and at the same time share their thoughts and ideas in a participatory environment. Therefore, companies within the organizational structure should be able to use their human resources well because one of the criteria of being successful in competition depends on the ability to offer innovative products/services different from their competitors in the market where they are located. The human resources department is one of the most important factors in differentiating organizations. In order to benefit from human resources in the most efficient way and to ensure their motivation, it is necessary to psychologically strengthen the employees and ensure their participation within an organization. The aim of the study is to analyze the reactions of white-collar employees who work in food companies that have to make continuous production in order to meet the food needs of people, all while working against the leadership's attitude in the busy pace of work. Within the scope of the research, surveys were collected from 365 personnel working in food companies in Istanbul operating in the production sector in 2019. Analyzes were made by using IBM SPSS 25 and AMOS. Correlation analysis, regression analysis, Sobel test, and Hayes process were performed respectively in order to examine variables and test hypotheses in the research model. As a result of the research, it was concluded that both psychological empowerment and participative leadership positively affect innovative behavior and organizational effectiveness.

We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.

... This framework organizes criteria of effectiveness into four models-rational goal, open systems ... We conclude that major criteria of effectiveness change in predictable ways as organizations ... the responses of organiza-tions to the external environment vary in different life cycle ...

This study was conducted to determine the best fit model of organizational effectiveness of higher education institutions as estimated by transformational leadership, organizational health, and total quality management of higher education institutions in Region XII, Philippines. It was conducted from October 2019 to February 2020. The study used quantitative, non-experimental research design using correlational technique and path analysis. The 250 employees among Higher Education Institutions (HEIs) were determined using the stratified sampling procedure. Mean, Pearson r, and path analysis were used as statistical tools. Moreover, adapted survey questionnaires were used. The result shows that the levels of transformational leadership, organizational health, total quality management, and organizational effectiveness of higher education institutions were high. Further, when each independent variable is correlated to organizational effectiveness, results show that transformational leadership was significantly correlated with organizational effectiveness. There was also a significant relationship between organizational health and organizational effectiveness as well as between total quality management and organizational effectiveness. Model 3 came out as the best fit model that predicts organizational effectiveness. The model showed that transformational leadership and total quality management predicts organizational effectiveness among higher education institutions.

Purpose – The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share. Design/methodology/approach – The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “shared values” was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses. Findings – The result (ρ=0.555, p<0.05) (see T...

Banking sector is growing financial institution in Pakistan especially in the hub of Pakistan, Karachi city. There are certain factors that directly and indirectly highly effect on the employees performance. This study addresses the major subject organizational conflict which is very important for today's organization and this study aims to determine the Impact of organizational conflict on Employees Performance of Banking Sector in Karachi. Wherever group of people works together and then conflict may arise. This study deeply concerns the different variables of conflict and how to manage the conflict in the organizations? Conflict is unavoidable factor which highly impact on the employees' performance. Within the scope of this study, three factors effect on Employees performance namely organizational conflict, gender discrimination and communication. Banks are usually is the source of national economy through their good and bad performance it is highly impact on the country's growth. Therefore, it is more essential that how banks can minimize the conflict and satisfy to their employees. This study is based on the quantitative analysis through survey form. Descriptive statistics is used and hypotheses have been tested. Likert scale has been used for the questionnaire. This is an empirical study and sample size 150 been taken from its population which is collected from baking sector of Karachi. The output has been found that measurement scale significantly impact on the performance of employees; conflict is normal in the organizations. Therefore, this study suggested that it is easiest way to avoid the conflict throughout the management conflicts skills and management should be proactive to handle this issue on their routine basis; management should provide the better opportunity and working environment to each employees. There would be equal opportunity for both male as well female employees; Communication must be comprehensible because it reduces the gap and differences among the employees.

A B S T R A C T The present work is a comparative study of the banking industry of Malaysia and Pakistan. The paper aims to measure the impact of individual systems thinking on the overall organizational effectiveness. Skilled individuals are considered as an asset of the organization especially when these individuals exhibit systems thinking capabilities that helps in achieving effectiveness. The sample consisted of 368 respondents belonging to lower and middle tier levels in the banking sector of both countries. The results indicate that Malaysian banking employees are ahead of their counterparts in Pakistan while applying systems thinking. The study is significant in enhancing the understanding of the importance of systems thinking for organizational effectiveness. The study has managerial implications for the top management of banks.

The main purpose of this study is the examination of the relationship between customer relationship management and organizational effectiveness. Customer relationship management is the independent variable of the study with three dimensions of customer satisfaction, customer loyalty and service quality and organizational management is the dependent variable of the study. This is a cross-correlational and applied study that is based on field and library research. The statistical society is Emam Reza hospital staff that, is 200 people and according to Morgan's sample volume table 127 people is determined as the sample of the study. The method of sampling is stratified random sampling and the data were collected through standard questionnaire. The collected data were evaluated using SPSS and Kolmogorov-Esmirnov and Pearson tests. The results show that there is a meaningful relationship between customer relationship management and organizational effectiveness. Also there is a meaningful relationship between organizational effectiveness and dimensions of customer satisfaction, customer loyalty and service quality