Affect Organization Performance Research Articles

Impact of Workforce Diversity on the Organizational Performance of Banking Sector of Nepal: A Mediating role of Managerial Expertise

Work force diversity has become an organizational imperative and as such, it is important for organizations to understand, embrace and manage diversity to be able to outperform competitors. Researchers have produced mixed result on the impact of diversity on performance. Some scholars found a positive relation between diversity factors and performance whilst others have found negative relations between diversity factors and performance. This paper therefore examines the effect of work force diversity factors (generational diversity, gender diversity, ethnic/racial diversity) and the role of managerial expertise on organizational performance. This study followed the correlational research design as it intends to evaluate the impact of workforce diversity on banking sector performance. The population of the study was managerial level employees working in banking sector of Nepal and 156 responses were collected and analyzed. Five-point Likert scale questionnaire was used to collect the data. Correlation matrix and regression model were used to analyses the data. Physical diversity characters; age, gender and ethnicity were considered for the study. Research concluded that gender and ethnic diversity positively affect the organizational performance but age diversity may cause conflict in the organization, however, managerial expertise positively affect organization performance which can contribute to reduce conflict that arise because of age diversity in the organization.

The Influence of Strategic Planning and Strategic Resources Base View on the Organization Performance Mediated by Strategic Coordination

The purpose of this study is to investigate the effect of Strategic Planning and Strategic Resources Based View (RBV) on Strategic Organization Performance through mediating Strategic Coordination in Pushidrosal organizations which have two sides of tasks and functions that cannot be separated namely as Military Hydrographic Institutions and also The National Hydrographic Agency with the function of public services and carrying out the hydrographic data support function for military / defense purposes, also includes carrying out the public service function as the National Hydrographic Institution which is the uniqueness of the Pushidrosal organization. Where in the Pushidrosal organization the organizational structure is still underthe command chain ofthe IndonesianNavy Headquarters. Themethodology used in thisresearch istouse a quantitativeapproach and conductdata collection through a questionnaire to be further analyzed using the path analysis method. Respondents in this study were Pushidrosal personnel at officers' rank, in the Makid Pushidrosal environment, Mako Survey unit and Pushidrosal Survey Ship personnel.The population is 252 with a sample of 160 respondents. Data collection was carried out through questionnaires and data analysis techniques using Path Analysis and calculations using SPSS version 20 software. The results of this study, found that: 1) Strategic Planning does not directly affect Organizational Performance, but indirectly affects through Strategic Coordination as mediation, 2) Strategic Resources Base View does not directly affect Organization Performance, but indirect effect through Strategic Coordination, and 3) Variable StrategicCoordination becomes a full mediation of the influence of Strategic Planning on Organization Performance and the influence of Strategic RBV on Organization Performance. This research provides a theoretical contribution to the study ofOrganizations with dual functions where it is found that the influence of the parent organization on the formulation of Strategic Planning, and Strategic Resources Base Viewand the mediating role of Strategic Coordination, which has a full mediating role on Organization Performance, makes theoretical contributions to research on Strategic Planning and Strategic Resources Base View on Organization Performance with mediation Strategic Coordination applied to an organization dual functions and still has influence from the parent organization.

THE ROLE OF ORGANIZATIONAL CULTURE MEDIATION ON THE EFFECT OF PERFORMANCE MANAGEMENT INFORMATION SYSTEM (SIMANJA) APPLICATION IMPLEMENTATION AND GOOD GOVERNANCE ON ORGANIZATIONAL PERFORMANCE AT THE ACEH CULTURE AND TOURISM OFFICE

This study aims to test the effect of employee performance management information system (EPMIS/SIMANJA) implementation and good governance on organizational performance with organizational culture as a mediator. The population was the employees at the Aceh Disbudpar as many as 191 people. This study took samples based on the census method, namely the number of samples was as much as the population. Data were collected relying on online questionnaire distribution, then the data were processed with SPSS software with the one-sample T-test method for descriptive testing, AMOS software based on the SEM method for direct effect verification testing, and Sobel Calculator for indirect effect verification testing. The result concludes that in Disbudpar Aceh, the EP-MIS Implementation, good governance, organizational culture, and organizational performance are running well, EP-MIS Implementation and good governance affect organizational culture, EP-MIS Implementation and good governance affect organizational performance, and Organizational culture mediates the EP-MIS Implementation and good governance effect on the organizational performance. The organizational culture in this study model contributes as a partial mediator. These findings also prove that the model for improving the performance of the Disbudpar Aceh is a function of improving the implementation of EP-MIS, improving Good Governance, and encouraging a more positive organizational culture.

THE EFFECT OF STRATEGIC PLANNING AND BUDGETING AND RESOURCES BASED VIEW ON ORGANIZATIONAL PERFORMANCE MEDIATED BY ORGANIZATIONAL COMMITMENT ON THE TITLE OF TNI AD UNITS IN LAND BORDER AREAS

The purpose of this study was to examine the Effect of Strategic Planning and Budgeting and Resources Based View on Organizational Performance Mediated by Organizational Commitments on Army Unit Title in Land Border Areas. The methodology used in this study is hypothetical testing causality using cross sectional, hypothesis testing is a method of decision making that is based on data analysis of controlled and uncontrolled experiments on the Army Unit Title in the Border Area. The population numbered 465 people with a sample of 160 respondents. Data collection using questionnaires and data analysis techniques using Path Analysis and PLS. The model proposed in this study shows the direct and indirect effects of Strategic Planning and Budgeting and Resources Based View on Organizational Performance Mediated by Organizational Commitment. Future research must study other variables that influence the influence of Organizational Performance such as job satisfaction, leadership style and organizational culture. This research shows that Strategic Planning and Budgeting and Resources Based View and Organizational Commitment affect Organizational Performance both directly and indirectly. This research is a useful tool to improve Organizational Performance through enhancing Strategic Planning and Budgeting and Resources Based View and Organizational Commitments. This research model refines the overall understanding that there are direct and indirect effects of Strategic Planning and Budgeting and Resources Based View on Organizational Performance mediated by Organizational Commitment.

The Structural Model of Organization Performance in Small and Medium Enterprises in Thailand Medium Enterprises in Thailand

This research aimed to 1. Study factors of supplier quality management and production quality management that affect organization performance.2. Confirm the structural models that affect organization performance. This study was mixed methods research. The quantitative research consisted of 13 observable variables, which collected data from 260 medium and small companies in Thailand. The qualitative research collected data from a focus group of experts involved in organizational management, quality management, and supplier management of nine experts. The research results were found that 1. The structural model of organization performance in Small and Medium Enterprises in Thailand were consistent and harmonious with empirical data, with consistency values of c2= 94.89, df = 61, c2/ df = 1.56, CFI = 0.98, GFI = 0.95, SRMR = 0.049, RMSEA = 0.046. 2. Factors affecting organization performance are factors of Supplier Quality Management, and Production Quality Management, respectively.

THE EFFECT OF KNOWLEDGE MANAGEMENT AND TALENT MANAGEMENT ON ORGANIZATIONAL PERFORMANCE WITH ORGANIZATIONAL CULTURE AS A MEDIATING VARIABLE

This study aims to investigate the influence of knowledge management and talent management on organization performance and organizational culture as a mediating factor. This research uses methodology with an explanatory study by testing five hypotheses. A hundred twenty-seven managers from several coal companies in East Kalimantan Province are collected as a sample in this research. The researcher used the Smart PLS programs to examine the effect of the independent variable on the dependent variable through the mediating variable. The result of this study found that: (1) Knowledge management doesn’t affect organization culture; (2) Talent management practices affect organizational culture positively and significantly; (3) Knowledge management doesn’t affect organization performance; (4) Talent management affect organization performance positively and significantly; (5) Organization culture doesn’t affect organization performance; (5a) The mediation function of organizational culture is not significant between knowledge management and organizational performance, and (5b) The mediation function of organizational culture is not significant between talent management and organizational performance. This research has a managerial implication to guide the decision-maker in the company or manager in the human resource management to implement knowledge management, talent management, and organizational culture to improve organization performance.

Organizational performance in BAPAREKRAF Indonesia

This study aims to analyze the factors that influence the organizational performance of BAPAREKRAF (The Ministry of Tourism and Creative Economic). BAPAREKRAF is the spearhead of a government agency for developing Indonesia's creative economy. This study's respondents are whole civil servants and civil servant candidates in BAPAREKRAF, in 194 respondents. This research shows that transformational leadership, organizational culture, managerial competence, organizational structure, and organizational trust affect organizational performance, but transactional leadership does not affect organizational performance. Besides that, transformational leadership, organizational culture, organizational structure affect organizational trust, but transactional leadership and managerial competence do not affect organizational trust. Furthermore, transformational leadership, transactional leadership, organizational culture, and organizational structure can be mediated by the trust in organizational performance. However, managerial cannot be mediated by trust in BAPAREKRAF's performance in realizing.

The Effects of Monitoring and Evaluation Systems on Organizational Performance: A Case of Tanzania Airport Authority-Dar es Salaam, Tanzania

Worldwide public sector and private sector put more effort in promotion of good environment for conducting monitoring and evaluation to the project conducted within their organization for the purpose of increase transparency, strengthen accountability, and improve organization performance. The study aims to determine the role of Monitoring and Evaluation systems on the Organizational performance and to examine resource monitoring and evaluation affect organization performance. A case of Tanzania Airport Authority. The study deployed descriptive quantitative research design, the study used Slovenes formula to obtain sample size of 187 from targeted population was 350 employees of TAA located in Ilala Municipality and purposively sampling was used. Questionnaire, and documents reviewed were used as the research instruments for collecting data needed in this study. The study uses multiple regression analysis models to test the relationship between monitoring and evaluation systems on organizational performances. The study concluded that monitoring and Evaluation systems improves organization performance in Tanzania and recommended that any organization(both private and public) should employ constant improvement in monitoring and Evaluation system in order to reach organization For the very rationale monthly time set of data has been approved from Jan 2014 to Dec 2019. The investigative outline contains.

Effect of Competitive Strategies on Organization Performance in Relation to Sugar Industry in Kenya

This paper takes a theoretical examination on issues and concepts of Competitive strategies and how these strategies affect organization performance in general and how it can be applied in sugar industry. Competitive strategies are; cost leadership, product differentiation and focus; the effect of performance in terms of profit increase, reduction in customer complaints, reduction in operational costs and increase in market share. The study looked at the performance of sugar industry in the world and how competitive strategies can be used for better performance of sugar industry. The purpose of the study was examining the applicability of competitive strategies in sugar industry. Desktop analysis methodology was used through meta-analysis. From the reviewed literature, it revealed that organizations that use competitive strategies realize better performance than those that doesn’t. This study is relevant to the policy makers for decision making, and it is also important to the researchers as it provides a platform for further studies. It is relevant for the managers as they can apply competitive strategies in sugar manufacturing firms. It also provides a chance to the managers of different sugar manufacturing firms to compare their performance with other countries that perform relatively better in sugar sector. The study recommends that sugar manufacturing firms should use competitive strategies in order to realize better performance. In conclusion, from the reviewed literature through meta-analysis, competitive strategies have a positive impact on performance of an organization.

How Does Stakeholders Pressure Affect Organization Performance and Employee Wellbeing? Study of Multiple Mediating Roles

Employee satisfaction and high performance is every organization’s goal. When seen through the lens of stakeholder theory, these goals could be achieved by CSR practices through certain ways. Stakeholder theory affords an initial point to assimilate stakeholder pressure and corporate social responsibility practices. This research studies the effect of pressure from stakeholders over organization performance and wellbeing of employees by including the mediating effect of CSR oriented culture, CSR practices, organizational citizenship behavior, organizational commitment, and organizational trust in Pakistan’s banking sector. The study employs quantitative and cross sectional research design. A sample of 180 banks was studied through employing SmartPLS3.0 software using mediation analyses.The findings reveal that CSR oriented culture mediates between stakeholder pressure and CSR practices; CSR practices affect organization performance through organization citizenship behavior. Further, trust is a partial mediator among CSR practices and wellbeing of employees. Serial mediators play their role between stakeholder pressure and organization performance, and also play a role between stakeholder pressure and employee wellbeing. Implications/Originality/Value: The findings suggest Pakistani banks to acknowledge pressure from all stakeholders, and concentrate on CSR practices for their bank performance and staff wellbeing.

Pengaruh Penerapan Manajemen Sumber Daya Manusia pada Kinerja Organisasi dengan Mediasi Manajemen Talenta

This study aims to investigate the influence of human resource management practices to organization performance and talent management as a mediating factor in the relationship. This research uses methodology with an explanatory study by testing three hypotheses. A hundred managers from several coal companies in East Kalimantan Province are collected as a sample in this research. SEM (Structural Equation Model) is used to analyze the data which is collected by questionnaire. The result of this study found that: (1) Human resource management practices affect talent management positively and significantly; (2) Human resource management practices doesn’t affect organization performance significantly; (3) Talent management affects organization performance positively and significant. This research has a managerial implication to guide the decision maker in the company or manager in the human resource management to implement talent management to improve organization performance.

How Does Sustainability-Oriented Human Resource Management Work?: Examining Mediators on Organizational Performance

ABSTRACTThis study proposes a path model with a set of intermediary outcomes, namely, teamwork, employee satisfaction, and work motivation, to explain how the practices of sustainability-oriented HRM affect organizational performance. The analysis of 2015 Federal Employee Viewpoint Survey reveals that the three practices of sustainable management identified from the literature had indirect effects on organizational performance through a complex interaction among the three intermediate outcomes. In addition, it is found that diversity program has a negative total effect on performance. These findings imply that organizational justice and work/life balance program will lead to an increase in performance by strengthening the backbone of organization. Additionally, conducting the diversity programs for achieving democratic values may entail the cost of diminishing organizational performance probably in the short run.

An empirical examination of the effects of the attributes of supply chain openness on organizational performance

PurposeThe purpose of this paper is to empirically examine how different supply chain attributes as determinants of the openness of supply chain affect organizational performance (OP).Design/methodology/approachData were collected from 259 supply chain executives in Pakistan. Structural equation modeling was used to test the hypotheses.FindingsThe findings indicate that organizations may take the selective view of their supply chains resulting in a varying focus on different SC attributes. The results show that though all identified supply chain attributes positively relate to OP, some attributes such as combined agility and cooperation among supply chain partners have a weak correlation coefficient. This indicates that overall the relative openness of supply chain among selected sample of Pakistani organizations is low.Practical implicationsSupply chain executives may not have a selective focus on some attributes; rather, they may consider to have a broader perspective drawing upon a wider range of supply chain attributes as identified in the current study. In order to remain competitive, Pakistani manufacturing organizations need to learn more about opening up their boundaries and enhance the openness of their supply chain.Originality/valueThe contribution of the current study is two folds. First, drawing upon the current literature, it proposes the instrument to measure the relative openness of supply chain. Second, it empirically tests the selected conceptual model which highlights the relevance of supply chain attributes and their role in the resulting relative degree of supply chain openness. The empirical examination of the selected conceptual model of supply chain openness tends to make contribution to the wider literature on supply chain management.

Effects of Supply Chain Risk Management on Organization Performance: Case of Andy Forwarders Services Limited

The purpose of the research was to determine the effects of Supply chain risk management on organization performance. Previous studies have focused on risk management within the general context of an organization but little attention has been focused on how supply chain risk affect organization performance in terms of its bottom line profits and overall organization objectives. Particular attention was paid to the effects of supply chain risk management variables to the performance of the organization. Three main supply chain risk management variables were identified, namely, supply chain risk identification, supply chain risk sources and supply chain risk mitigation.

Analysis of Mission Statements and Organizational Performance of Hospitals in South Korea

The purpose of the study was to examine mission statements and their elements and to investigate correlations between mission statements and organizational performance. The current research was a descriptive study based on the examination of mission statements of 353 hospitals that posted mission statements on their webpage and 92 hospitals that made their income statements public. The most common mission element was 'identification of principal services', which accounted for 92.6%. Mission statements of hospitals included the average of 4.82 mission elements out of 9, and the objective of medical quality improvement was 0.81 among 6 objectives of IOM (Institute of Medicine). Net profit of hospitals with mission statements that have above average number of mission elements were significantly higher (t=2.71, p=.008) than those of other hospitals. Net profit was significantly correlated with mission statements (r=.26, p<.001), and mission elements (r=.29, p<.001). The results of the study empirically reveal that mission statements in the hospital affect organizational performance. That is, better organizational performance is shown for hospitals with better, more diversified, and more firmly stated mission statements which include identification of target customers, identification of principal services, contribution to society as a non-profit organization, and concern for employees.

System Dynamics Modeling of a Knowledge Management Process: A Case Study in Turkish Airlines

Tangible assets like land, machinery and equipment are crucial for an organization, while knowledge and intellectual capital are considered to be the primary source to complete an Organization. Knowledge management is defined as ‘any practice of creating, acquiring, capturing, sharing and using knowledge to increase organizations’ performance.’ Knowledge management aims at managing positive and negative critical knowledge functions in different kinds of operations, identifying new strategies and new products, augmenting human resource management, and accomplishing number of targeted objectives or goals.Knowledge management process consists of four sets. These are creation or generation, storage or retrieval, transfer or sharing, and utilization. The main purpose of this study is to examine how the activities of knowledge management process and the variables excluded from knowledge management process interact with each other and how they affect organization performance by using system dynamics model specific case of Turkish airline. This study indicates that the activities of knowledge management process have a positive relationship with each other. There is also a positive relationship between these activities and organization performance.

최고경영자 팀이 의료기관의 성과에 미치는 영향

This study empirically analyzed the effects of the Top Management Team (TMT) on organizational performance. We verified whether the age heterogeneity, job heterogeneity (core career, core function and major), and process (communication and integration) of the TMT affect organizational performance (management performance and healthcare service quality evaluation level). We collected data about 473 members of the 2006 TMT in 81 medical institutions. We also utilized statistics of organizational performance from the Ministry for Health, Welfare and Family Affairs and the Korean Institute of Hospital Management. Results of the study showed that the age heterogeneity of TMT exerted a negative effect on the healthcare service quality evaluation level, while the process exerted a positive effect. However, the age heterogeneity, job heterogeneity, and process had no influence on management performance. We discussed the implications of such outcome of the investigation in comparison with the former studies on TMT and organizational performance, and presented its restrictions and future plans.

Kekuatan Kapital-Kapital Kelembagaan: Belajar dari Dua Koperasi Sukses

Organizational performance has always been viewed based on physical capital, such as money or assets. This is certainly not adequate because it ignores other aspects, such as intelligence, cooperation, trust, and so forth. POPIS (physical capital, organizational capital, political capital, intellectual capital, sociocultural capital) conception offers a more comprehensive perspective on the various capital that affect organizational performance. But, in fact, among the various capital, there are some capital that is more dominant than the other capital-capital. SBW and KGJ cooperative performance clearly demonstrate the dominant role of socio-cultural capital in influencing the success of those two institutions.

What does the new boss think?: How new leaders' cognitive communities and recent “top-job” success affect organizational change and performance

Leader succession often occurs because a performance decline highlights the need for change within an organization. When this need is especially high, successors are likely to be drawn from different cognitive communities than those of the replaced incumbents. Successors representing different cognitive communities carry out more change immediately after succession. This increased, rapid change will be most effective when the new leaders have had successful recent “top-job” experience. When successors lack recent top-job success, too much change too soon will actually hurt performance. We find moderate support for these relationships using panel data from the USA's National Football League.

Cost of quality usage and its relationship to quality system maturity

PurposeThe purposes of this study are to examine the relationship between the distribution of quality costs and the level of maturity of an organization's quality system, to assess the extent to which effective COQ systems and maturing quality systems affect organization performance, and to determine why some organizations do not utilize COQ systems.Design/methodology/approachA survey instrument was developed to determine the distribution of total quality cost among the four ASQ categories. The instrument also assesses the maturity of the organization's quality system using the ANSI/ISO/ASQ Q9004‐2000 performance maturity level classification system. Correlation analysis was used to examine the relationships between quality costs and quality system maturity.FindingsExternal failure costs were found to decline as a percentage of total cost of quality (COQ) as an organization's quality system matures. Total COQ was found to increase as an organization moved from a very low level of quality system maturity to a higher level. Sales and profit growth were not significantly correlated with the presence of a quality cost system or with the level of maturity of the quality system. Lack of management support was found to be the most common reason why organizations do not systematically track quality costs.Research limitations/implicationsAdditional research is needed to determine the relationship between the presence of a COQ system and its effective integration with the quality system and organizational outcomes. Future research is needed to expand the study beyond the boundaries of the USA. Future research involving longitudinal studies would be beneficial in more accurately assessing the nature of the changes in COQ distribution over time.Practical implicationsThe findings of this study suggest that organizations planning to implement a COQ system should ensure that management supports the program and is prepared for a short‐term increase in total COQ. These findings also support the often‐suggested expectation that in the long run the COQ system will lead to a significant reduction in external failure costs.Originality/valueSystematic measurement of COQ is underutilized in practice. This study systematically examines why this is the case. In addition the study provides information that can be useful in justifying implementation of COQ measurement systems.