Enhancing Organizational Performance Research Articles

APPLICATION OF GREEN SUPPLY CHAIN MANAGEMENT PRACTICES ASSOCIATED WITH TOTAL QUALITY MANAGEMENT AND JUST-IN-TIME FUNCTIONS TO IMPROVE ORGANIZATIONAL PERFORMANCE IN MANUFACTURING COMPANIES

Several prior studies have highlighted the importance of green supply chain management practices in enhancing organization performance but empirical evidences of its operational antecedents are limited. Therefore, the present study aims to evaluate the potential operating antecedents of green supply chain management practices. The present study is unique as it is intended to assess the combined effect of TQM and JIT on green supply chain management practices consequently enhancing organizational performance. For this purpose the data from 318 employees was collected from Indonesian manufacturing companies. The data was analysed using SmartPLS 3 software adopting PLS-SEM approach. The findings of the study reveled a positive relationship of JIT and TQM with green supply chain management practices. The findings also provide empirical evidence of the mediting effect of green supply chain management practices between the relationship of JIT, TQM and organizational performance. KEYWORDS: Just-in-Time (JIT), Total Quality Management (TQM), Green supply chain management practices

The Role of Accounting Information System and Knowledge Management to Enhancing Organizational Performance in Iraqi SMEs

Small and Medium Enterprises (SMEs) in Iraq have experienced low performance due to the limited usage of accounting information systems (AIS) and the inability to exploit knowledge of management capabilities (KMC). These deficiencies have led to competitive pressures in the marketplace that have adversely affected their sales and production. This study investigates the role of AIS in terms of operation support, knowledge support, regulatory support, and the role of KMC, including knowledge acquisition, knowledge transfer, and knowledge utilized to enhance organizational performance in Iraqi SMEs. The target population was managers and owners in SMEs using AIS in Iraq’s cities. A non-probability purposive sampling technique was used to collect the data, and self-administered printed questionnaires were distributed to the SME managers and owners; 236 questionnaires were used for analysis. Partial least squares was used to examine the role of AIS and the meditation of KMC through second-order analysis. The results showed that AIS and KMC have a positive and significant role in enhancing organizational performance. The study also found that KMC partially mediated between AIS and organizational performance. The findings show that managers and owners of SMEs should focus on AIS and pay more attention to KMC to improve organizational performance.

Human Resource Metrics for Enhancing Organizational Performance: Case of Indian State-owned Enterprises

As a result of a growing concern regarding agility, Human Resources (HR) has become one of the most challenging fields of management. State-owned enterprises (SOEs) face people-related issues, from attracting talent to managing performance, while creating employee experience. This article is an attempt to explore the pattern of usage of the HR metrics in Indian SOEs and to examine other metrics that need to be included as part of a strategic HR approach to enhance organizational performance. Primary data was collected using formal interviews with HR executives. The outcomes suggest that Indian SOEs are in the infancy stage when it comes to the adoption of HR metrics. It is important that Indian SOEs initiate the first-level of HR metrics and thereafter make planned progress to the third-level impact. Based on the study, a framework for sustainable and competitive HR is proposed. All of this has implications for SOEs in developing countries. JEL Codes: M12

Enhancing Organizational Performance: The Role of Training and Development

This study investigated the impact of training and development on employees’ productivity and organizational performance in the Asante Akim South Municipal Assembly as a case study. The study applied structured questionnaires to a sample size of 75 drawn by a convenient sampling technique. The study also employed the purposive sampling technique to generate respondents to be interviewed. The data generated was analyzed using descriptive statistics. The findings of the study show that majority (77%) of the respondents agreed that training and development has enhanced their efficiency and job productivity. Secondly, majority (68%) of the respondents agreed that training and development enhanced organizational performance. The effectiveness and quality of the training programmes have also been found to be appreciable. The study recommends that departments within the district assembly should conduct more training programmes for their employees on a continuous basis. Organizers of the training programmes should also ensure the effective organization of these programmes.

Enhancing organizational performance in the telecommunication industry in Saudi Arabia

The aim of this study is to provide an insight into the factors that influence the successful implementation of knowledge management and organizational performance in Saudi Arabia’s telecommunications industry. One thousand copies of survey questionnaires were sent to targeted telecommunication organization and they were distributed by hand. Middle management level was chosen to participate in this study due to their importance as stressed by many knowledge management researchers. Out of the 1000 questionnaires distributed, 441 complete questionnaires were successfully collected and used for data analysis. There is still a lack of the knowledge management research in the Saudi Arabia context. The present research focus-es on telecommunication industry in Saudi Arabia. The result of this research will be able to provide an insight into what are the overall perception overall perception of knowledge management and how various knowledge management elements (preliminary success factors, strategies and processes) affect the successful implementation of knowledge management and its organizational performance among the telecommunication organizations in Saudi Arabia. The findings are useful for the telecommunication industry. The present research serves as one of the pioneer studies that focuses on telecommunication industry in Saudi Arabia. The empirical insights from this study contributes to successful implementation of knowledge management in the telecommunication industry in Saudi Arabia.

The Role of Financial Management Accountability in Enhancing Organizational Performance in Indonesia

The study aims to investigate the implementation of the internal quality assurance system (IQAS) on HEIs performance, mediated by financial management accountability. The commitment from foundation leadership on financial management accountability and their implications for HEIs' performance is also carefully examined. This study employs samples of 108 respondents from the leadership of private HEIs under Region IV Service Institutions. The purposive sampling, as a part of non-probability sampling was chosen as the sampling technique. Statistical data analysis conducted by use the structural equation model to test the hypothesis. The results reveal that the implementation of IQAS does not influence the financial management accountability, but it has an essential role on HEIs' performance. Moreover, foundation leadership's commitment has a significant positive effect on financial management accountability and HEIs' performance. Financial management accountability also has a significant positive effect on HEIs' performance. Financial management becomes important because the entire activities of HEIs should end with financial reporting. Therefore, financial and non-financial aspects are two interrelated and complementary aspects in the accreditation process. The findings of this study suggest that that performance measurement is very crucial as a part of the efforts to meet the general accountability requirement for organizations, particularly in HEIs.

Knowledge Sharing Tools and their Impact on Enhancing Organizational Performance

Knowledge Sharing Tools and their Impact on Enhancing Organizational Performance

Enhancing Organizational Performance through Social Media use and Knowledge Management

Researchers acknowledge the importance of knowledge, innovation, social capital, and social media for organizations. Based on practical and academic importance of these variables, hypotheses were developed and relationships have been tested among knowledge management, innovation and performance for various contexts. Furthermore, hypotheses have also been drawn to test the relationships amongst knowledge management, social capital, and social media use. However, limited research examined relationships amongst all these constructs in the same research framework, and this research attempted to cover that gap. Thus, this research pays original contribution in the form of testing an extended model regarding the impact of social media use on companies’ performance involving the investigation of serial mediating effect of social capital, knowledge management, and innovation. Pakistan’s home appliance industry markets around 2500 electronic products and has 95% share domestically. Further, innovation and knowledge sharing are critical success factors for home appliance industry Therefore, this study was conducted for this industry and used survey method which resulted in 150 responses from the managers. The study finds that commercial social media’s use by companies impacts knowledge management through social capital; and a serial mediating impact of these constructs exists amongst social media use and organization performance. There are extremely limited studies for electronic companies in Pakistan given the concerned variables. Therefore they are helpful for the managers concerned as these findings suggest effective use of social media by electronic companies in particular to create better organizational knowledge and improve company performance.campaigns motivate citizens to pay for safe drinking water

The Effect of Relationship Marketing towards Enhancing Organizational Performance

Businesses are living in a world of stiff competition. To be successful in this competition, considering customer relationship is a requisite, and organizations need to concentrate more on applying relationship marketing variables. The objective of the study is to assess the effects of relationship marketing towards enhancing organizational performance. The researchers made use of exploratory research design to make an in-depth investigation of the problem and to develop a working hypothesis from an operational aspect. Customers and employees of Ethio-telecom, Kobo branch were the target population of the study. A five point Likert-Type questionnaire and structured interview were administered to collect the pertinent data among selected Staffs of Ethio-telecom; kobo branch. Stratified sampling technique was used to identify the sample respondents from the sampling frame and the data were analyzed by using SPSS version 20 software. The result of the study shows that commitment has highest effect on performance followed by conflict handling (β=0.287,p=0.01), communication(β=0.229, P=0.01) and trust (0.154, p=0.05) respectively. The need to augment the level of loyalty to customers, developing a cooperative behavior to clients, hire employees who are likely to become linked to the organization, rendering a flexible service packages, providing sufficient and trustworthy services and demonstrate knowledge and expertise and confer continuous and uninterrupted services are among the possible recommendations forwarded on the basis of the finding of the study.

Enhancing Organizational Performance through Employee Training and Development using k-Means Cluster Analysis

Enhancing Organizational Performance through Employee Training and Development using k-Means Cluster Analysis

Maine Medical Center Quality and Safety Storyboards: Operational Excellence as Platform for Improvement

Physician and other healthcare learners and clinicians must prepare to assume an active role in the design, implementation, and improvement of emerging models of health care delivery while concurrently improving quality, workflow efficiency and safety. While these expectations are building, few practicing clinicians have training or experience with these challenges. Maine Medical Center’s Operational Excellence Team builds on a framework of Lean Thinking, the Model for Improvement* and PDSA cycles** to advance improvement capacity among care teams across our organization. Interprofessional Teams are coached to use proven tools and techniques to identify and remove barriers to care and establish sustainable workflow improvements. MMC’s growing portfolio of improvement work bears witness to the success of this effort, and promises advancing capacity for improvement work across our organization. The storyboards selected for presentation below reflect the complexity of our academic medical center, and illustrate how interprofessional teams are leveraging Operational Excellence as a platform for making sustainable improvements. Sources *Langley GL, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009. **The Plan-Do-Study-Act (PDSA) cycle was originally developed by Walter Shewhart as the Plan-do- Check-Act (PDCA) cycle. W Deming modified Shewhart’s cycle to PDSA, replacing “Check” with “Study”. (See Deming WE. The New Economics for Industry, Government and Education. Cambridge, MA: The MIT Press 2000.)

An Employees Perspective of Effective Communication as a Strategy for Enhancing Organizational Performance

An Employees Perspective of Effective Communication as a Strategy for Enhancing Organizational Performance

Enhancing Organizational Performance by Knowledge Sharing

<em>Knowledge management can be regarded as one of the key processes of organizational learning. It is well accepted that learning organizations can enhance their capability and hence competitiveness and performance through learning. Recognizing the importance of knowledge management, researchers are interested in exploring knowledge sharing activities because such activities are the cornerstone of other knowledge management activities. It is argued that a fundamental purpose of managing knowledge is to establish a shared context in organizations. As such, what factors affect interpersonal knowledge sharing and how they affect interpersonal knowledge sharing in organizations are critical and worth noting. A preliminary model from an organizational behavior perspective is proposed which will serve as the framework for further study.</em>

Enhancing Organizational Performance through Human Resource Outsourcing in the Nigerian Deposit Money Banks

As competition rages on in the business environment, the demand for increased productivity, profitability with reduced cost and effective performance has put organizations under pressure to redirect their strategy towards outsourcing in order to develop and focus on their core competencies. The broad objective of this study is to examine the effect of Human Resources Outsourcing on organizational performance in Deposit Money Banks. The study made use of a sample of 260 staff from 10 money deposit banks in the Asaba metropolis of Delta State, Nigeria. The research instrument was a 25-item validated structured questionnaire of the likert type scale. A cross-sectional survey research design method was adopted, and the statistical techniques used are principle component factor analysis, correlation and multiple regression analysis. The findings showed that that there is a significant positive relationship between the variables of human resource outsourcing and organizational performance. This implies that its effect on organizational performance such as cost savings and productivity is as a result of outsourcing activities. The study therefore concludes that recruitment process outsourcing has significant relationship with organizational performance by moving the recruitment process to a recruitment agency, time is saved by the managers for more efficient planning. There is a need to adopt effective strategies when outsourcing recruitment process because human resource is the most vital asset of any organization. The study therefore recommends that Deposit Money Banks should engage in Human resource (HR) outsourcing practices, in order to get access to expert services as well as to take advantage of the excellent quality that external vendors provide and focus on their core competencies.

Effective Communication as a Strategy for Enhancing Organizational Performance: A study of Afghan Relief Committee, Kabul

Effective Communication as a Strategy for Enhancing Organizational Performance: A study of Afghan Relief Committee, Kabul

Risk Management: A Tool for Enhancing Organizational Performance

The purpose of this comparative study is to examine the risk management system of banks and its impact on their performance. For this study, the primary data was collected using closed - ended questionnaire and analyzed through independent sample T- Test and correlation. The secondary data was collected from financial statements of the banks and analyzed through financial ratios. The finding of research showed that Conventional Banks have more effective risk management process as compared to the Islamic Banks. The findings also showed that risk management has a negative non significant relation with operational performance where as it has positive relation with financial performance.

Enhancing organizational performance of Malaysian SMEs

Purpose– The purpose of this paper is to examine organizational learning (OL) capability as a mediator of the relationship between human resource management (HRM) and performance of Malaysian small and medium enterprises (SMEs).Design/methodology/approach– A cross-sectional design was adopted, where data were collected from a sample of 286 manufacturing and service SMEs, utilizing a survey questionnaire. Hypotheses were tested using structural equation modeling.Findings– Results from a two-stage structural equation modeling analysis suggest that the use of human-capital enhancing HR practices strengthen SMEs’ learning capability. Furthermore, SMEs’ learning capability mediates the effect of the HR practices on firm performance.Research limitations/implications– It uses a cross-sectional design which has prevented the examination of cause and effect relationship between two constructs. It also did not include large organizations in the sample population. It also did not consider other SME contextual variables which may otherwise exert significant impact on OL capability, or moderate the relationship between the constructs under study.Practical implications– A profound understanding of HR practices’ holistic effect on performances would assist organizations to implement strategies to sustain competitive advantage. Company capabilities embedded in employee behavior are less likely to be inimitable and organizations could effectively nurture the needed employee capabilities to achieve the desired performance outcomes.Originality/value– The study advances knowledge on HRM among SMEs by proposing that decisions on selection of HR practices can be guided by the objective of developing the OL capability of the firm.

Abstract WP339: Reducing Door-to-Needle Time for Acute Ischemic Stroke Thrombolysis in a Community Hospital

Reducing door-to-needle time [DTNT] for delivery of IV t-PA to acute ischemic stroke [AIS] patients improves functional outcome [1, 2]. Our community hospital sought to evaluate methods for improving DTNT in a non-academic center. Weekly debriefings of all AIS cases were conducted to develop process improvement strategies using a rapid cycle test of change model; which allows for quickly implementing changes in organizational structure [3]. Paired t-test was used to compare mean DTNT before and after implementation of changes. First, stroke patients arriving by ambulance were transferred directly to CT scan, eliminating the time delay of gurney transfers. The stroke team then started formal stroke debriefs, wherein areas for improvement were sought on an individual basis. In response to a delay due to IV tubing issues, pharmacy included tubing with the t-PA. Next, the algorithm was changed to allow ED staff to order t-PA while neurologist was en route. Later, a neurologist was assigned to be on-site at the hospital for immediate response. Pharmacy began hand delivering t-pa after a delivery delay due to miscommunication. After triage delays for atypical strokes, ED began pre-shift nursing messages and displayed posters that emphasized atypical stroke symptoms. Pharmacy designated one phone number to quickly communicate t-PA was to be given. The process improvements resulted in a significant reduction of average monthly DTNT by 7.56 minutes (p = 0.02) (Figure 1). Weekly debriefings of AIS cases lead to policy changes which significantly reduced DTNT in our community hospital. Saver, J.L., et al.: The “Golden Hour” and Acute Brain Ischemia; Stroke. 2010;41:1431-1439 Lees KR, et al: Time to treatment with intravenous alteplase and outcome in stroke; Lancet. 2010 May 15;375(9727):1695-703. Langley G.L.: The Improvement Guide: A Practical Approach to Enhancing Organizational Performance 2009, 2 nd ed. Jossey Bass, San Francisco

The Role of Knowledge Management in Enhancing Organizational Performance

Knowledge management is recognized as an important weapon for sustaining competitive advantage and improving performance. The evaluation of knowledge management (KM) performance has become increasingly important since it provides the reference for directing the organizations to enhance their performance and competitiveness. This paper provides an understanding of factors that involved in implementing knowledge management concept to enhance organizational performance. Also, it provides an assessment tool that helps organizations to assess their knowledge management capabilities and identify the possible existing gaps in their knowledge management systems and suggest the possible ways to enhance organizational performance. The results show that all elements of knowledge management capabilities have a positive significant relationship with all measures of the performance at 1% level of significant; it means that there is a great correlation between knowledge management capabilities and organizational performance

Enhancing Organizational Performance through a NewProactive Multilayer Data Mining Methodology: AnEcommerce Case Study

Recent technical achievements in data storage and database management systems have opened windows of opportunities for developing novel optimizing strategies for all kinds of organizations. This paper introduces a new proactive methodology to enhance organizational performance based on data mining approach. Data mining is a business process for exploring large amounts of data to discover meaningful patterns and rules. The proposed methodology focuses on ebusiness activities and using a multilayer data mining approach, provides high level of business intelligence for enterprises that utilize ecommerce as their main transactional model. The paper introduces a conversion model as a part of the methodology to serve as a template for wide range of ebusiness models. This conversion model is used to create distinct layers of data mining structures that are required by the methodology. These mining structures will act as the platform for applying the multilayer data mining models.