Senior Management Involvement Research Articles

Factors That Impact the Dynamics and Effectiveness of Work Teams during the Implementation of Continuous Improvement Tools in the Manufacturing Industry: A Systematic Literature Review

Currently, because of global competition, companies within the manufacturing industry must implement new organizational and production techniques to compete and stay active. The use of continuous improvement tools has become an opportunity and an effective strategy to achieve this. However, there is evidence that many continuous improvement programs are not successfully implemented due to a lack of information related to human management during the implementation of these projects in the manufacturing industry. In this context, the objective of this research is to identify factors influencing the dynamics and effectiveness of work teams for the implementation and development of continuous improvement tools in the manufacturing industry. A literature review was conducted using the PRISMA method, considering scientific articles related to the main factors that affect the dynamics and effectiveness of work teams in relation to the implementation of continuous improvement tools. From the review and evaluation of the studies, 60 factors were identified that affect the effectiveness of work teams in relation to continuous improvement within the manufacturing industry. Subsequently, a Pareto analysis was conducted on the critical success factors based on the number of occurrences in the analyzed literature, identifying 32 critical success factors considered vital for the implementation of continuous improvement projects. It is concluded that the factors arise from two common elements, the involvement of senior management and the company’s own culture. Therefore, to ensure the effectiveness of work teams and their continuous improvement projects, management must focus attention on this cultural change mainly by providing the necessary resources for the development of the project, establishing an adequate and effective reward system, and, most importantly, directing efforts towards staff empowerment.

Doing science together: Gaining momentum from long-term explorative university–industry research programs

'Doing science together' collaborations are a more intense form of university-industry interactions and are characterized by a mutual involvement and active participation of academic and company scientists in scientific research. Here, we examine the successful approach that AstraZeneca and its internationally renowned academic partners, Karolinska Institutet and Uppsala University, implemented to fully unlock the potential of all parties in long-term, explorative, truly collaborative research programs. The underlying premises of these successful research programs are three collaborative governance mechanisms (3MCs) that are required that leverage the strengths of each organization: mutual collaboration; mutually beneficial science; and a mutual governance model with senior management involvement.

THE SYSTEMATIC REVIEW OF EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS IN ORGANIZATIONS

This study aims to determine the impact of Performance Management Systems (PMS) on employee and organizational performance. The researcher utilized exploratory research in the study because the investigation tries to identify known/unknown factors and evaluate established hypotheses. Data was gathered through secondary research methods. Online research was conducted. Secondary information was collected using many online search tools and specialized journals, textbooks, articles in scientific journals, and online sources related to the topic. Establishing an efficient PMS is a difficult task for organizations. There are a variety of PMS tools that exist. The 360-feedback approach is the most suited appraisal method for executing the PMS for employees in an organization. PMS enhances employee performance employees' performance fairly since connections between performance reviews and improved productivity do not hold. Managers' engagement, senior management involvement, and performance feedback are key indicators of PMS's efficacy. The relevance of this research contributes to the current body of knowledge about performance management systems. Organizations would find this study's conclusions valuable and intriguing. Organizations will comprehend the influence of a successful PMS on employee and organizational performance and, as a result, devise effective countermeasures or capitalize on the advantages. This study will bring about novel knowledge of PMS and further provide future research leads. Because of its reliance on secondary sources, this investigation could only include published academic papers that existed when the study was done.

Industry 5.0 challenges for post-pandemic supply chain sustainability in an emerging economy

To ensure business continuity in the post-COVID-19 era, decision-makers should reconfigure their traditional supply chain (SC) networks, assisted by the development and implementation of cutting-edge technologies. Recently, Industry 5.0 (I5.0) has gained increasing attention as a paradigm offering salient features for the creation of resilient and inclusive operations by ensuring long-standing SC sustainability. However, there has been insufficient analysis of the challenges of implementing I5.0 in SCs. Therefore, this study aims to understand the challenges of implementing I5.0 when managing the impact of SC disruptions due to the COVID-19 pandemic in an emerging economy. Both qualitative and quantitative methods were used for this research. First, the challenges to I5.0 implementation were identified through a literature review and experts’ feedback. Those challenges were examined and prioritised using the Best-Worst Method (BWM). Second, the contextual relationships amongst these challenges were analysed using interpretive structural modelling (ISM) with cross-impact matrix multiplication applied to classification (MICMAC) analysis. Findings showed that to adopt I5.0 initiatives successfully in order to manage the post-COVID-19 impact on SC sustainability, the active involvement of senior managers is required in the execution process. Findings also showed that financial support and funding (e.g., tax reduction, short loans, etc.) from investors and the government play a pivotal role in enabling sustainability in SCs. Finally, the challenges were classified using MICMAC analysis to provide valuable insights for managing future disruptions. This study is expected to help managers and decision-makers successfully overcome the challenges of implementing I5.0 in SCs and thus improve SC sustainability.

ENTREPRENEUR PREPAREDNESS TO THE DEVELOPMENT OF PROBABLE SUCCESSORS IN ENTREPRENEURIAL ORGANIZATION: SCALE DEVELOPMENT AND VALIDATION

Preparedness of an entrepreneur with regards to development of his probable successors especially for key roles is not only critical and important keeping in view the long-term business success but also to remain competitive. This research paper presents the creation and verification of the entrepreneur preparedness to the development of probable successors in Entrepreneurial Organization engagement scale, as tested on a sample of 150. The respondents included Leadership Team, Heads of Human Resources and senior management team members of the organizations belonging to 48 organizations due to the involvement of senior management of these organizations and homogeneous nature of the population. The basis of selection was their entrepreneurial orientation. The organizations are more than a year old to maximum of 90 years old. Organizations which were selected belonged to across industries irrespective of national geography as the meaning of entrepreneurial orientation remains same in any industry. Sampling of participants focused primarily on role of respondents in succession planning for probable successors in their organizations. The scale is a 19 item self-reporting questionnaire (1 was dropped as it was irrelevant) that measures four facets of development of probable successors with regards to Statements that represent preparedness of Entrepreneur with regards to the development of probable successors in entrepreneurial Organization. The test-retest reliability and internal consistency of the subscales were both quite good. All the dimensions of development of probable successors were positively and significantly related. The results of EFA rendered 3 distinct factors namely; Leadership Commitment to Planned succession, Communication of Planned succession to probable successors, Succession decisions directed by Family concerns, values and norms. These factors were then checked for construct validity and discriminant validity followed by structural model fit assessment.

Perception of shop floor employees regarding senior management support in lean projects and its relationship with initiatives success

Purpose – Over the years, the lean production philosophy has shown satisfactory results for companies from different sectors in different countries. Aiming to contribute to the knowledge base on the mentioned philosophy, this study aims to verify the perception of shop floor employees regarding senior management support in lean projects and its relationship with initiatives success. Design/methodology/approach – Through a literature review, 18 aspects of a lean journey were identified and divided into four constructs by a panel of specialists. This information was used to compose a questionnaire, and a survey was conducted with 198 shop floor employees of two auto parts companies. Data analysis was done via Structural Equation Modeling. Findings – As a general result, it was possible to prove that when employees perceive more significant support from senior management in lean projects, the greater is the perception of initiatives success. Therefore, it is interesting that the involvement of senior management occurs at all stages of the project. Originality/value – The results described here have practical implications, especially for managers interested in implementing lean projects; they must be aware of the importance of senior management support for the success of previous projects.

The relationship between the sources of innovation and types of innovation in industry

This article aims to understand the relationship between the sources of innovation and types of innovation in industry. The study was carried out in a multinational car components company and explores the effects of internal and external sources of innovation on the generation of product/process and radical/incremental innovations. Data were obtained via a questionnaire and processed by qualitative and quantitative methods. The characterization of the company and its research and development (R&D) projects disclosed the importance of continuous improvement, where the involvement of senior management, the high percentage of R&D and the number of innovation projects are indicators of a company with a strong innovative culture. The results showed that higher education was the most significant source of innovation in projects where only process innovation was a factor. Furthermore, knowledge generated by collaboration with affiliated companies was associated with the introduction of product-only innovations. As for the degree of novelty, the results indicate that the introduction of radical innovations is not determined at the external level by customers.

A cultural diversity management framework for enhancing the performance of architectural design firms in Egypt

PurposeThis paper aims to develop a cultural diversity management (CDM) framework to enhance the performance of architecture design firms (ADFs) in Egypt.Design/methodology/approachA research methodology consisting of literature review, case studies and survey questionnaire was designed to achieve the abovementioned aim. First, literature review was used to investigate the concepts of globalization, international construction, diversity, diversity management (DM) and organizational performance. Second, four case studies were presented and analyzed. The first two cases explored the role of CDM towards enhancing the performance of ADFs, while the last two cases showed initiatives carried out by NGOs to integrate architects of color into their communities through training programs that enhanced their skills and uplifted their societies. Third, a survey questionnaire was carried out with a representative sample of ADFs in Egypt to investigate their perception and application of DM towards enhancing organizational performance. Based on the results of the above, the research developed a framework to enhance the performance of ADFs through managing culturally diverse workforces.FindingsLiterature review showed that diversity is not limited to race and gender; however, it includes other types such as disability, socioeconomic status, thinking style, culture, personality, life experience, religious and spiritual beliefs. Despite the benefits that diversity brings to ADFs such as stimulating creativity and increasing productivity, poor management of diverse workforce leads to dysfunctional conflicts, frustration and confusion. Results of case studies showed that ADFs that adopt a CDM approach succeeded in enhancing their performance. In addition, training initiatives carried out by NGOs succeeded to integrate architects of color into their communities and uplifting their societies. Results of data analysis identified the barriers to integrating diverse workforce in ADFs. These barriers include “Poor communication and spirit of collaboration between diverse workforce”, “Resistance to change”, “Lack of maintaining wage equity and promotion between different workforces based on gender”, “Poor organization culture” and “Lack of Senior Management involvement”. This necessitated taking action towards developing a framework to overcome these barriers to manage diverse workforces towards enhancing the performance of ADFs in Egypt.Research limitations/implicationsBecause of the conceptual nature of the proposed framework, it has to be tested and validated to ensure its capability to overcome the barriers of managing culturally diverse workforces as an approach for enhancing the performance of ADFs in Egypt.Practical implicationsThis research presents a practical solution to enhance the performance of ADFs in Egypt through managing cultural workforce diversity.Originality/valueThe research identified and analyzed the barriers that obstruct the integration of diverse workforces in ADFs. The research tackled a topic that received scant attention in construction literature with particular emphasis on Egypt. In addition, this paper proposed a CDM framework to enhance the performance of ADFs in Egypt, which represents a synthesis that is novel and creative in thought and adds value to the body of knowledge.

Доказательный подход в управлении: доказательный менеджмент и доказательная политика

Objective. Review of the concepts of “evidence-based approach in management”, “evidence-based management”, and “evidence-based policy”. Systematization of factors that inhibit and contribute to the dissemination of evidence-based management practices in the social sphere. Identification of priority measures to support the development of an evidence-based approach in the management in the social sphere.Background. Executives in general, and also in the social sphere, are facing challenges of an increasing level of uncertainty, which brings difficulties to make reliable forecasts and make decisions with guaranteed results. At the same time, there is a systemic crisis of resources, requiring the choice of strategies and tactics that provide the highest level of performance. An additional challenge is the increasing amount of operations and the emerging need for managers to make quick management decisions. Against this background, the evidence-based approach acquires particular importance, based on the idea of the need to rely on the findings of research and expertise, providing managers with relevant data for choosing certain areas of action.Methodology. Literature review.Conclusions. The evidence-based approach in management is a range of practices with various severity of requirements, connected by the need for evidence-based and expert data for decision-making. Evidence-based management is a process of implementing an evidence-based approach within the framework of the activities of different level managers. Evidence-based policy is the implementation of evidence-based principles in making political decisions. Promotion of the evidence-based approach in management encounters several barriers such as assessment, used methodology, finance. However, some conditions can positively influence its promotion among practitioners: the involvement of senior managers, specialized training, the convergence of practitioners and researchers, and other factors. The funding of research and its accessibility remains critical.

Determinants Effectiveness Information Technology Governance in Higher Education Institution (HEI) using partial least squares structural equation modeling approach (PLS-SEM)

Information technology supports the achievement of business organization objectives. The Higher Education institution is a business organization engaged in the field of education. Effective IT governance will ensure alignment between IT and business goals. Organizations with ineffective IT governance will suffer due to poor performance of IT resources such as inaccurate information quality, inefficient operating costs, runaway IT project and even the demise of its IT department. This study seeks to examine empirically the individual IT governance mechanisms that influence the overall effectiveness of IT governance. Furthermore, this study examines the relationship of effective IT governance and IT Innovation within the Higher education organizations. The sampling technique to be carried out in this study is a multi-stage purposeful random sampling. In sequence, researchers will combine surveys through online. The quantitative data were analyzed by the smallest partial quadratic structural equation method (PLS-SEM) using Smart PLS 3.0. The results obtained from this dataset show a positive significant relationship between effective IT governance and the following mechanisms: IT Steering Committee, Involvement of Senior management in IT, and Organizational Communication System. Also a positive relationship between ITG Effectiveness within IT Innovation. Organizational Communication System and IT Innovation have a positive significant relationship, and negative relationship with insignificant for Organizational Performance Measurement System.

Strategic IT alignment Projects. Towards Good Governance

The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of IT is to provide technology-based support to business processes that can be key to the organisation. This lack of understanding means that these IT projects are not aligned with the business objectives and that investments in resources and personnel are not adequately prioritised. This can lead to an opportunity loss: a mere computerising of the business is sought, and processes that could turn out to be transformative, generating added value, driving a true digital transformation of the business are overlooked. This article proposes a model for implementing and operating a portfolio of strategic IT projects. Based on Good Governance principles, these latter projects move strategic decision-making up to an organisation's senior management, succeeding in gradually implicating these managers into the IT strategy. But above all, the model succeeds in achieving the targeted strategic alignment of IT projects with the organisation's business objectives and interests. The model has already been implemented in fourteen medium and large size public universities. The follow-up through interviews of the nine longest-standing experiences—some are nearly a decade old—revealed that the portfolio implementation strategy had helped to markedly improve the following elements: the institutions’ state of maturity of Good Governance; senior management's involvement in IT projects; and the identification of the most interesting IT projects for the business. To conclude, based on our experience, we can affirm that the strategic IT alignment projects is an effective IT Governance tool and, by extension, an example of Good Governance practice.

THE EFFECT OF INVOLVEMENT OF SENIOR MANAGEMENT AND CORPORATE COMMUNICATION SYSTEMS ON EFFECTIVE IT GOVERNANCE AND ORGANIZATIONAL PERFORMANCE

Recently, information technology governance has become a critical issue for many companies in various industries; this is even more important for enterprises due to the more complex business processes, more specified tasks and departments. Many companies suffer from extra costs of IT and other processes due to failure inefficient alignment between IT and business strategies which in turn, leads to low performance of the company. To overcome this problem, organizations need to have an effective ITG to make IT resources management more valuable, less substitute, rarer, and less imitable. To do so, firms need to use IT governance initiatives factors (Involvement of Senior Management in IT and Corporate Communication Systems) to increase their effectiveness and organizational performance. Thus, this paper is aimed to establish a framework, testing the role of Involvement of Senior Management in IT and Corporate Communication Systems on effective information technology governance (ITG) and organizational performance in the manufacturing companies; which should help managers to better understand how Involvement of Senior Management in IT and Corporate Communication Systems and effective ITG, impacts on organizational performance. 357 data were obtained from managers in the Malaysian manufacturing industry. Structural equation modeling (SEM) was used in this study to analyze the measurement and structural models simultaneously to test the role effect of ITG between information technology governance initiative factors (Involvement of Senior Management in IT and Corporate Communication Systems) and organizational performance. Limitations, implications, and suggestions for future studies were discussed.

Kritični faktori IT upravljanja i njegovog uticaja na organizacione performanse u malazijskoj proizvodnoj industriji

The purpose of this study is to examine the extent to which senior management's involvement and demographics of organizational affect the effectiveness of IT governance with the performance of organizations. This is a combination of exploratory and descriptive research that aims to investigate the determinants of IT governance and its effects on organizational performance in Malaysian manufacturing companies. The sample size of 357 collected for this research. Structural equation modeling (SEM) was utilized in this research to investigate the measurement and structural model simultaneously. The findings demonstrated the relationships between the senior management's involvement and organizational demographics, effective its governance and organizational performance in manufacturing companies in Malaysia. This research is the construction of a theoretically based model which assimilates the senior management's involvement and organizational demographics, effective IT governance, and performance of organizations. Likewise, discover the most crucial elements that affect effective IT governance to improve the manufacturing company's performance.

"Working Against Gravity": The Uphill Task of Overcapacity Management.

While most health systems have implemented interventions to manage situations in which patient demand exceeds capacity, little is known about the long-term sustainability or effectiveness of such interventions. A large multi-jurisdictional study on patient flow in Western Canada provided the opportunity to explore experiences with overcapacity management strategies across 10 diverse health regions. Four categories of interventions were employed by all or most regions: overcapacity protocols, alternative locations for emergency patients, locations for discharge-ready inpatients, and meetings to guide redistribution of patients. Two mechanisms undergirded successful interventions: providing a capacity buffer and promoting action by inpatient units by increasing staff accountability and/or solidarity. Participants reported that interventions demanded significant time and resources and the ongoing active involvement of middle and senior management. Furthermore, although most participants characterized overcapacity management practices as effective, this effectiveness was almost universally experienced as temporary. Many regions described a context of chronic overcapacity, which persisted despite continued intervention. Processes designed to manage short-term surges in demand cannot rectify a long-term mismatch between capacity and demand; solutions at the level of system redesign are needed.

EFEKTIFITAS MEKANISME TATA KELOLA TEKNOLOGI INFORMASI TERHADAP INOVASI TI DAN KINERJA TI

Information technology supports the achievement of business objectives in the organization. Higher education institutions is a business organization engaged in the field of education, research and devotion to the society in the Know Tridharma College. Effective IT governance ensures the alignment between IT and the business objectives. The study seeks to examin empirically IT governance mechanisms affecting the overall effectiveness of IT governance. In addition, this study examines effective IT governance relationships and IT performance in higher education organizations. The sampling techniques in this study are multi-stage purposeful random sampling. In order, the researchers will incorporate the surveys online. Analyzed by Quantitative Data and method of a Partial Least Squares (PLS-SEM) equation using Smart PLS 3.0. The results obtained from this research show significant positive relationships between effectiveness IT governance and the following mechanisms: IT steering Committee, senior management involvement in IT, and organizational communication systems and relationships between the effectiveness of ITG with IT innovation and IT performance. And insignificant negative relationship between organizational Performance management system and effectiness IT Governance also IT Innovation and IT Performance.

Conceptualizing and measuring strategy implementation: A multidimensional view

AbstractWhen it comes to strategy making and strategy implementation, although it is acknowledged that the biggest challenge is the implementation, most of the literature tends to focus more on the strategy making part. Just like how the strategy implementation part of the strategy process has received little attention in the strategic planning literature, equally there are not much research devoted to developing measures for studying this important management process and practice. Through quantitative methodological approaches for studying the strategic management and planning process, and analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors, this paper addresses this void by presenting evidence on the measurement properties of a multi‐dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub‐constructs (the ten dimensions) are uni‐dimensional factors with acceptable reliability and validity. Furthermore, using three additional measures, a correlation and hierarchical regression analysis,the nomological validity for the multi‐dimensional strategy implementation construct was also established. Relative importance of ten strategy implementation dimensions (activities) for practising managers is highlighted, with the mutually and combinative effects and drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation.

\u201cIt\u2019s a matter of building bridges\u2026\u201d \u2013 feasibility of a carer involvement intervention for inpatients with severe mental illness

BackgroundFamily and friends (carer) involvement in the treatment of people with mental illness is widely recommended. However, the implementation remains poor, especially during hospital treatment, where carers report being excluded from care decisions.MethodsWe developed structured clinical procedures to maximise carer involvement in inpatient treatment. The aim of this study was to test their feasibility across four inpatient wards in East London and explore experiences of the participants. The intervention was delivered by clinicians (social therapists, nurses and psychiatrists) who were trained by the research team. Thirty patients and thirty carers received the intervention and completed research assessments and qualitative interviews after the intervention. 80% of the patients were followed up after six weeks of admission to complete quantitative questionnaires. Six clinicians were interviewed to explore their views on the intervention. Thematic analysis was used to analyse qualitative data.ResultsThe intervention was found to be feasible to be delivered within the first week of admission in more than a half of the patients (53%) who provided consent. The main reasons why the interventions was not delivered in the remaining 47% of patients included staff or carers not being available, withdrawal of consent from the patient or patient being discharged prior to the intervention. Two themes were identified through thematic analysis. The first captured participant experiences of the intervention as facilitating a three-way collaborative approach to treatment. The second covered how patients’ mental states and practicalities of inpatient care acted as barriers and facilitators to the intervention being implemented.ConclusionsCarer involvement in hospital treatment for mental illness is more difficult to implement than is commonly thought. This study has shown that a simple structured approach can facilitate a trialogue and that patients, clinicians and carers appreciate this approach to care. Our intervention provides clear and simple manualised clinical procedures that clinicians can follow. However, even the implementation of such procedures may be challenging in the absence of wider organisational support. The involvement of senior managers and clinical leaders might play a key role in overcoming barriers and support front-line clinicians to prioritise and implement carer involvement.

Action groups as a participative strategy for leading whole‐school health promotion: Results on implementation from theINCLUSIVEtrial in English secondary schools

Education policy increasingly promotes action groups as a key strategy for student and/or staff participation in school improvement and whole‐school health promotion. Such groups can coordinate multi‐component interventions, increase participation and engagement, and enable local adaptations, but few process evaluations have assessed this. We evaluated fidelity, feasibility and acceptability of action groups as part of a trial of a whole‐school intervention to reduce bullying and aggression and promote health in English secondary schools, which reported multiple health and educational impacts. Action groups involved students and staff, supported by external facilitators, and drew on data on student needs. They aimed to: coordinate implementation of restorative practices and a social and emotional competencies curriculum; review policies and rules; and enact local decisions to modify school environments. Our process evaluation used interviews, focus groups, observations and questionnaires to assess action groups’ fidelity, role in coordination, role in local adaptation, support from external facilitators and data on student needs, and acceptability in engaging members. Fidelity was high in the first two years but lower in the third year when external facilitators withdrew. Student needs data were perceived as useful, but views on external facilitators were mixed. Groups successfully reviewed policies and rules, planned activities and coordinated restorative practices, but were less successful in implementing the curriculum. Success was facilitated by the involvement of school leaders. Members reported high satisfaction and empowerment. Action groups are a promising strategy for leading whole‐school health promotion. Implementation is supported by external facilitation, local data and involvement of senior managers.

Cultivating sustainable communities of practice within hierarchical bureaucracies

PurposeThe purpose of this paper is to address hierarchies in a large program of projects. It explores cultivation of communities of practice (CoP) within a hierarchical client organization that manages multi-billion-euro infrastructure programs and projects.Design/methodology/approachThis paper is based on an exploratory longitudinal case study approach involving action research. In-depth semi-structured interviews, company records, industry reports and observation from a case study in the hierarchical bureaucracy were translated into the language of cognitive maps for software analysis and subsequent interpretation.FindingsThe findings highlight the importance of hierarchy constraints and program management practices in project-based firms. The involvement of senior management in CoP cultivation reinforced the community’s contribution to strategic value creation in the firm under scrutiny.Research limitations/implicationsThis paper mobilizes the concepts of boundary spanning and loose coupling as a way of analyzing the role of CoPs in bureaucratic hierarchies to promote learning and knowledge transfer. The results of the study suggest that application of those concepts can contribute to sustainability of CoPs in hierarchical organizations by giving them social space to span horizontal and vertical boundaries.Practical implicationsThe authors practically contribute to the field by demonstrating the process and the impact of CoP sponsors’ engagement in their cultivation. This was enabled through the research-oriented action research component. The paper also concludes that cognitive mapping may provide a useful addition to engaged research, potentially simulating and influencing change in practice.Originality/valueThe academic contribution concerns understanding the roles of hierarchies, program management and CoP cultivation in project-based firms. It offers clear guidelines for managers of hierarchical bureaucracies to cultivate CoPs to address hierarchical constraints and how CoPs differ in organizational form.

Influence of organisational factors on the effectiveness of performance management systems in the public sector

PurposeThis study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the institutional theory.Design/methodology/approachThe study uses a quantitative approach, making use of a structured questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors on PMS effectiveness, while controlling for a number of organisational profile variables.FindingsResults indicate that PMS is only moderately effective. Managers’ involvement, senior management involvement and performance feedback are significant predictors of PMSs effectiveness.Research limitations/implicationsFindings of the study may have limited applicability to developed and industrialised countries and even developing countries that have a different public sector culture to that of Mauritius.Practical implicationsThe findings demonstrate that the effectiveness of PMSs is strongly reliant on the involvement of senior management. Accordingly, public sector managers should ensure that they are fully committed and engaged in performance management tasks.Originality/valueThe study contributes to the limited research on the effectiveness of PMSs in developing countries that have a different bureaucratic and performance culture to that of developed nations.