Determinant Of Organizational Effectiveness Research Articles

Leveraging Employee Value Proposition for Organizational Effectiveness

Employee Value Proposition (EVP) has caught the imagination of HR professionals across the globe as a determinant of organizational effectiveness. In simple terms, EVP can be defined as sum of all the tangible and intangible rewards/benefits that employees receive for their contribution to the companies where they work. Employees are more likely to contribute to organizational success by using their discretionary efforts if they perceive that their employers are willing to offer greater value in the bargain. EVP has been closely linked with the overarching HR agenda of attracting, retaining and engaging the highly talented employees who have the competencies to realize the organizational vision and mission. This paper provides a holistic framework for applying EVP to harness human capital in contemporary organizations to gain or retain competitive advantages. The authors have relied on the secondary literature to make sense of EVP in the context of current trends and practices revolving around talent management aimed at profitability and viability of the organizations in the long term.

Structural Determinants of Organizational Effectiveness

Increasing organizational effectiveness is one of the most important organizational goals for almost all organizations in every industry. This study reviews the function of organizational structure for increasing organizational effectiveness especially by focusing on software industry organizations. The structural variables considered in this research are formalization, specialization, centralization, organizational age and size. The survey prepared according to the research model was responded by 120 software firms. The collected data were analyzed using statistical test techniques. The findings show that formalization and specialization increase organizational effectiveness. On the other hand, increasing the organizational size decreases the organizational effectiveness. The results indicate that software companies should stay at small scales in their organizational size while increasing their organizational performances with the help of specialization and formalization.

Individualizing organizations: Progress and possibilities

A critical determinant of organizational effectiveness is how individuals are treated. It affects both their well-being and organizational performance. This article is the third in a series of Organizational Dynamics journal articles that make the case for management and organization design approaches that treat individuals differently based on their preferences and capabilities. It points out how many of the human resource (HR) management systems of organizations can be individualized, as well as how the job design and leadership practices of an organization can and should be. Since the first article appeared in 1974, a great deal has changed. Organizations have become more individualized than they were 40 years ago, but many new and old opportunities to further individualize them exist and – if utilized – can make them more sustainably effective.

A Comparative Analysis of Determinants of Organizational Effectiveness in Public and Private Organizations

A Comparative Analysis of Determinants of Organizational Effectiveness in Public and Private Organizations

Conceptualizing effectiveness in a non‐profit organizational environment

PurposeThe purpose of this study is to empirically identify a coherent set of effectiveness measures, which attempts to accommodate the interests and expectations of the most influential constituent groups directly participating in the operation of the Greek national sports organizations.Design/methodology/approachThe multiple constituency approach to effectiveness provides the theoretical basis for developing the multi‐dimensional measure of effectiveness. A survey design was employed to collect data from 423 respondents from the 20 largest Greek national sports organizations.FindingsThe analysis of the results revealed an interpretable set of effectiveness measures consisting of five dimensions, namely calibre of the board and external liaisons, interest in athletes, internal procedures, long‐term planning and sports science support. The results clearly illuminate the effectiveness‐related expectations of the five constituent groups of the particular context and appear consistent with relevant literature deriving from different sectors.Originality/valueThis study broadens both the meaning and the determinants of organizational effectiveness in an under‐researched organizational context, that of the non‐profit Greek national sports organizations. The findings reported extend understanding about how effectiveness can be conceptualized in the particular context based on the multiple‐constituency approach. Evidence is also provided that the particular set of measures has the potential to provide meaningful insights into the content of the interest groups' expectations, in the particular context.

No business is an island: The network concept of business strategy

The purpose of this article is to explore the contributions that could be made to the conceptual frame of reference for business strategy management by one of the research programmes which focuses on the organization–environment interface, and to which a network approach has been applied. We start by examining some of the assumptions underlying the current “strategy management doctrine”. The network model of the organization–environment interface is then reviewed and three central issues of the strategy management doctrine are discussed from the viewpoint of the network model: (1) organizational boundaries, (2) determinants of organizational effectiveness, and (3) the process of managing business strategy. The conclusion reached is that in all three areas changes are required in the assumptions of the business strategy model. Our arguments stem from a basic proposition about the situations described by the network model: continuous interaction with other parties constituting the context with which the organization interacts endows the organization with meaning and a role. When this proposition applies, any attempt to manage the behaviour of the organization will require a shift in focus away from the way the organization allocates and structures its internal resources and towards the way it relates its own activities and resources to those of the other parties constituting its context. Such a shift in focus entails a somewhat different view of the meaning of organizational effectiveness: what does it depend on and how can it be managed?

Rebuilding Organizational Culture in the Wake of a Merger

More and more, corporate culture is being recognized as an important determinant of organizational effectiveness. This article describes how the Centre for Addiction and Mental Health proactively focused on rebuilding its culture after a mandated merger. The long-term effects of this effort need to be monitored. However, commitment is strong to the ideas articulated in the Statement of Desired Culture that was developed by a staff task force and approved by the Centre's Board.

Corporate Culture and Change

Corporate culture is increasingly seen as an important determinant of organizational effectiveness. If executives of pharmaceutical firms are to manage corporate culture, they must have a clear understanding of the concept. This article defines corporate culture and describes its basic characteristics. There is also discussion of the role culture plays in pharmaceutical companies. Corporate cultures that no longer contribute to the effectiveness of companies require change. To accomplish ,this task, executives must appreciate the kinds of situations that facilitate cultural change and use models of cultural change that are best suited to their type of organization.

No business is an island: The network concept of business strategy

The purpose of this article is to explore the contributions that could be made to the conceptual frame of reference for business strategy management by one of the research programmes which focuses on the organization-environment interface, and to which a network approach has been applied. We start by examining some of the assumptions underlying the current “strategy management doctrine”. The network model of the organization-environment interface is then reviewed and three central issues of the strategy management doctrine are discussed from the viewpoint of the network model: (1) organizational boundaries, (2) determinants of organizational effectiveness, and (3) the process of managing business strategy. The conclusion reached is that in all three areas changes are required in the assumptions of the business strategy model. Our arguments stem from a basic proposition about the situations described by the network model: continuous interaction with other parties constituting the context with which the organization interacts endows the organization with meaning and a role. When this proposition applies, any attempt to manage the behaviour of the organization will require a shift in focus away from the way the organization allocates and structures its internal resources and towards the way it relates its own activities and resources to those of the other parties constituting its context. Such a shift in focus entails a somewhat different view of the meaning of organizational effectiveness: what does it depend on and how can it be managed?

A LONGITUDINAL ANALYSIS OF RELATIONSHIPS AMONG LEADER BEHAVIOR AND SUBORDINATE PERFORMANCE AND SATISFACTION.

Leadership has long been considered a crucial element of a manager's role and thus an important determinant of organizational effectiveness. Much of the importance attributed to leadership stems fr...