Measures Of Organizational Effectiveness Research Articles

Organizational Culture and Effectiveness in Community-Based Nonprofits

Community-based nonprofits have traditionally emphasized group and developmental cultures which stress the importance of people and transformation. However, evolving institutional environments that champion competing cultures associated with professional and enterprising ideals have increasingly interpenetrated contemporary nonprofits. Drawing on the Competing Values Culture Framework (CVCF), this research explores how organizational members define the complex contemporary landscape of organizational culture in community-based nonprofits and examines the relationship between diverse organizational cultures (e.g., group, developmental, hierarchical, and rational) and perceptions of effectiveness. Results indicate that employees in community-based nonprofits view group cultures as the most characteristic of their organizations, although no organization is characterized by a single culture. In line with the CVCF, we find that each organizational culture is associated with the achievement of different measures of organizational effectiveness in community-based nonprofits. We conclude with a discussion of what this means for research and practice.

Pelatihan Dan Pendalaman Ilmu Organisasi Di Ikatan Santri, Siswa, Mahasiswa, Alumni Dan 'Ulama Nusa Tenggara Barat Orsat Jombang

The Association of Santri Students and Scholars of West Nusa Tenggara (ISMA'U NTB) Jombang, whose existence is a forum for unity of all Students from West Nusa Tenggara Province residing in Jombang and also to accommodate their aspirations for the advancement of West Nusa Tenggara Province in particular and Indonesia in general. The purpose of this community service is to explain the understanding of relevant things in the organization, understanding the meaning and measurement of organizational effectiveness, and understanding ideal organizational charts. The strategy used is a training/workshop system and interactive discussions. As for the results of community service carried out at Isma'u West Nusa Tenggara Orsat Islamic Boarding School Al-Urwatul Wutsqo Jombang, it can increase knowledge and understanding of the importance in the organization to design and create and develop an ideal organizational structure, increase the skills of all administrators and members of the organization in performing according to their respective jobs, the awareness of all members of the organization on the importance of increasing understanding, deepening of the organization.

Antecedents and measures of organizational effectiveness: A systematic review of literature

The purpose of this paper is to systematically review the academic literature on organizational effectiveness (OE) through an analysis of 134 contributions. While OE is the most important goal for an organization, research views on this construct are diversified. Over time, the literature has increasingly focused on antecedents, measures, and more diversified approaches to OE. This paper contributes to the OE literature by developing an integrated conceptual model that considers the levels of antecedents (individual, group, and organizational) as well as measures of OE (financial, operational, structural, and attitudinal). Previous research has focused primarily on organizational-level antecedents and non-financial measures of OE. The paper also discusses the barriers hampering the measurement of OE. An agenda for future research is also provided.

Performance Score as a Measure of Organizational Effectiveness

Organizational effectiveness is primarily about assessing an organization's performance using several criteria. This study aims to determine Nepalese telecommunications companies' organizational effectiveness using a performance score based on the most crucial non-financial performance metrics (namely, context, focus, integration, and interactivity). The quantitative research strategy was utilized to extract the information from the designated working delegates of the Nepalese telecommunication industry. The study employed a probability sampling technique, and the quantitative data were obtained using an organized questionnaire survey to compute the performance scores of the sample organizations and the industry as a whole. The findings revealed that Nepal Telecom's score was 58.40 (systematic) and Ncell's score was 69.54 (transforming), averaging the industry score was 61.43. Such scores represent the extent to which the Nepalese telecommunication industry has applied non-financial performance measures to enhance organizational performance knowledge.

Social Media Adoption for Customer Relations and Organizational Effectiveness of Deposit Money Banks in Bayelsa State, Nigeria

This study examined the relationship between social media adoption for customer relations and organizational effectiveness of deposit money banks in Bayelsa State. The objectives of this study was to examine the relationship between social media adoption for customer relations and the measures of organizational effectiveness (goal attainment and competitiveness), these guided the formulation of the research hypotheses as well as the development of the research questionnaire. One hundred and thirty six copies of the research questionnaire were distributed to respondents who are bank management cadre employees cutting across the five deposit money banks constitute the sample size for this study which were determined using the Taro Yamane’s sample size determination formula. However, only one hundred and ten (110) copies of the questionnaire were valid for the analysis, these valid questionnaire were analyzed using the Spearman’s Rank Order Correlation Coefficient and the summary of our results revealed that strong positive relationship exist between social media adoption for customer relations and the measures of organizational effectiveness. The study thus concluded that social media communication ensures a better performance for the deposit money banks in Bayelsa State and consequently, organizational effectiveness. Based on the findings the following recommendations were proffered: Management of the deposit money banks in Bayelsa State and indeed other States should build a strong media space that will create an opportunity for the banks to reach out to their various customers in an effective interrelations that will allow the banks identify and define the challenges of customers and work fast to resolve such challenges; deposit money banks should create an active social media platform the will allow a two way flow of information between the banks and their customer to enable entertain customers complains and make quick and swift response to attend to the general needs of their customers.

Financial Assistance for the Treatment of Schizophrenia in Select Institutions in the Philippines

Objective. This paper aims to characterize existing financial assistance available to patients with schizophrenia. Specifically, we described (1) the funding mechanisms for the treatment of patients with schizophrenia; (2) the process for accessing financial assistance; and (3) the experiences of consumers of services of these support mechanisms. Methods. We employed qualitative techniques using key informant interviews (KII) and focus group discussion (FGD). Key informants were officials from institutions providing or offering financial assistance for patients with any health-related concerns, including schizophrenia. Focus group participants were support group members or caregivers of patients with schizophrenia. Purposive sampling was used to select participants for both providers and consumers of financial assistance or scheme. Topic guides for KII and FGD were used for data collection. Thematic analysis was performed on the qualitative data gathered from the informants and focus group participants. Results. Securing financial assistance for schizophrenia followed a generally similar process, whether the source is from government offices or civil society organizations, and can be grouped into three main stages: (a) pre-application, (b) application, and (c) post-application. While the process of seeking financial assistance appears to be straightforward, issues were encountered in all of the stages by both providers and recipients alike, namely: (a) Financial assistance as an augmentation to patient resources; (b) Mismatch between demand and service capability; (c) Measures of organizational effectiveness; (d) Health professionals and support groups as bridges / facilitators to financial assistance providers; (e) Financial and non-financial costs incurred by caregivers in applying for financial assistance; and (f) Recipient-provider relationship as a barrier to the feedback process. Conclusion. This study provides a glimpse of available financial and other relevant assistance to clients, including clients suffering from schizophrenia. More extensive research covering more organizations, support groups, and caregivers from different parts of the country is recommended.

A process for assessing organization

The process of conducting an evaluation of organization design and performance remains a form of art or craft which each researcher or analyst is forced to learn by apprenticeship or reinvent by trial and error. Most research methodology texts assume that the researcher is the sole decision maker and user of the results of a studying question. In practice, assessments of complex organizations occur in contexts where the interests and value judgments of many stakeholders need to be taken into account. As a result, people who are commissioned to conduct an organization assessment are confronted with three problems that are largely ignored by organization theorists and research methodologists. (1) Who should decide what measures should be used as the criteria for evaluating an organization? (2) Whose conceptual model or framework should be used to guide the assessment? (3) How can facilitate learning and use of results within the organization being assessed? This chapter delves into these problems by attempting to (1) clarify some of the conceptual confusion on goals, values, and facts regarding measures of organizational effectiveness. (2) suggest a process model that may be useful for designing and conducting studies to assess organization design and performance, and (3) report our learning experiences in using the process model to guide two longitudinal assessments of organizations.

Organizational structure, climate, and collaboration between juvenile justice and community mental health centers: implications for evidence-based practice implementation for adolescent substance use disorder treatment

BackgroundSubstance use disorders are prevalent among youth involved with the criminal justice system, however, evidence-based substance use disorder treatment is often unavailable to this population. The goal of this study was to identify barriers to effective implementation of evidence-based practices among juvenile justice and community mental health organizations through the lens of an adopter-based innovation model.MethodsIn this mixed-methods study, qualitative interviews were conducted with n = 15 juvenile justice staff and n = 14 community mental health staff from two counties implementing substance use services for justice involved youth. In addition, n = 28 juvenile justice staff and n = 85 community mental health center staff also completed quantitative measures of organizational effectiveness including the implementation leadership scale (ILS), organizational readiness for change (ORIC), and the implementation climate scale (ICS).ResultsOrganizationally, staff from community mental health centers reported more “red tape” and formalized procedures around daily processes, while many juvenile justice staff reported a high degree of autonomy. Community mental health respondents also reported broad concern about their capacity for providing new interventions. Staff across the two different organizations expressed support for evidence-based practices, agreed with the importance of treating substance use disorders in this population, and were enthusiastic about implementing the interventions.ConclusionsWhile both community mental health and juvenile justice staff express commitment to implementing evidence-based practices, systems-level changes are needed to increase capacity for providing evidence-based services.

IMPACT OF COMMUNICATION AND LEADERSHIP ON ORGANISATIONAL PERFORMANCE

This research study examines the styles of organizational leadership and evaluates them in terms of related measures of organizational effectiveness with the objective of exploring whether there is any relationship between leadership styles and organizational effectiveness. Since the undertakings chosen from Automobile Industry there are different categories of employees in the organization. These different categories are broadly classified into five categories namely workers otherwise called as Associates, Junior Management Cadre, Middle Management Cadre, Senior Management Cadre and Top Management. In the Managerial category there are different cadres, they are Junior Managers, Middle level managers and senior level managers. Since “the study is impact of leadership styles on organizational effectiveness” the associates category, staff and operators categories and Junior Managerial category are excluded from the purview of the study as these categories do not possess Decision Making Powers.

Interaction Facilitation and Task Facilitation need optimization in higher education institutions

PurposeFacilitation and Task Facilitation are important components of healthy supervisory/managerial relationships among higher education professionals. Juniors are guided by superiors who play a supervisory/managerial role in professional development. The purpose of this paper is to examine the impact of Interaction Facilitation and Task Facilitation on supervisory/managerial relationships among higher education professionals.Design/methodology/approachThe Human Synergistics International Organizational Effectiveness Inventory® was used to survey faculty and administrators at public and private higher education institutions. The authors analyze Interaction Facilitation and Task Facilitation, which focuses on people-oriented and task-oriented skills, respectively.FindingsThe authors demonstrated the negativity of current organizational cultures on organizational effectiveness measures in higher education institutions. The authors analyze Interaction Facilitation and Task Facilitation, which focuses on people-oriented and task-oriented skills, respectively. Results revealed average scores for both measures fell undesirably below the Historical Averages and Constructive Benchmarks in private and public not-for-profits, private for-profits, faculty, administrators, males and females.Practical implicationsTo increase follower satisfaction and improve task and contextual performance in higher education institutions, the authors recommend defining the leader’s influence within supervisory/managerial relationships, increasing flexibility in contextual/situational factors, clarifying the role of supervisors, aligning individual and organizational goals in millennials, and maintaining collegiality.Social implicationsThe findings suggest that organizational effectiveness in higher education institutions may benefit from thoughtful revision of leadership strategies, better alignment of individual with organizational goals, and continuous cultivation of constructive organizational cultures.Originality/valueThis study has identified the need to ameliorate the practice of Interactive Facilitation and Task Facilitation styles in higher education institutions. Ineffective supervisory/management styles in higher education have a negative impact on the organization cultures reducing the practice of constructive work behaviors.

A unified model of organizational effectiveness

PurposeScholars for long have been interested in finding effective ways to assess organizational effectiveness. However, lack of consensus on its definition, and consequently on measure parameters has dogged researchers, almost to the point that some academics have declared organizational effectiveness a subject that cannot be researched. The purpose of this paper is to present a unified model of organizational effectiveness by recognizing the underlying synergy in the body of research – a framework that could guide future research on organizational effectiveness as a comprehensive, but contextual paradigm.Design/methodology/approachThis paper is based on extensive exploratory review and critique of extant literature on organizational effectiveness.FindingsThe lack of consensus among scholars on the meaning of organizational effectiveness and its measures is primarily the result of compartmentalized perspectives. The authors found that there is an underlying synergy among them. Basis a big picture review and analysis of extant literature, the authors have been able to identify a unifying framework for the apparently disparate and conflicting models of organizational effectiveness.Practical implicationsThis paper can provide guidance to managers on appropriate selection of organizational effectiveness measures, and to scholars on developing a more holistic and pragmatic research approach on the subject. It can potentially lead to development of context-based scales that facilitate meaningful comparative studies.Originality/valueThis paper presents a unified model and framework for organizational effectiveness by building on the valuable but disparate contributions of previous researchers. The authors believe that this is a novel attempt that simplifies the discourse on organizational effectiveness, and will help to remove some of the negativity around the research subject.

Organizational effectiveness in hospitality: Managers perspectives

While the received wisdom is that every organization strives for effectiveness towards its stated goals, there is no consensus in either the meaning or measurement of organizational effectiveness. Further, although the antecedents of organizational effectiveness are often explored in academic models, the value of these models is neither relevant to practice, nor specific to service industries like the hospitality industry, thus leading to a gap in our understanding of what constitutes an effective organization. In this paper, we undertake a qualitative study to assess the meaning and antecedents of organizational effectiveness by conducting semi-structured interviews with general managers of hotels. Through thematic analysis, four major criteria emerged that were considered important components of organizational effectiveness, namely financial outcomes, guest outcomes, employee outcomes and societal outcomes. Our findings offer direction to scholars on what organization outcomes matter most to hotel managers and thus help narrow the gap between research and practice.

Comprehensive performance measurement systems design and organizational effectiveness

PurposeThe purpose of this paper is to provide empirical evidence regarding the relationship between the level of comprehensiveness of a performance measurement system (PMS) and its respective organizational effectiveness. The extant literature has highlighted that a PMS may successfully contribute to the implementation of the organizational strategy, with the balanced scorecard (BSC) serving as an exemplar of a strategy performance management tool and playing a primary role to this end. However, the reasons for the overall high rate of failure in the implementation of the BSC remain unexplained and, to date, little empirical research exists regarding the design of PMSs such as the BSC and its constituent elements.Design/methodology/approachUsing a survey of 103 Italian managers, the paper advances a model describing a comprehensive BSC design, after identifying the key attributes from the performance management literature. Data were analyzed using cluster analysis and multiple regression analysis.FindingsResults suggest that organizations are implementing the BSC following two different approaches, which vary from a less comprehensive to a more comprehensive design. More importantly, the BSC design explains variation across three organizational effectiveness measures: improvements in translating the organizational strategy into operational goals, understanding cause–effect relationships and enhancing internal communication among employees.Originality/valueThe paper builds on and extends the previous literature on performance management in two ways. First, via a literature review, it introduces a model describing a comprehensive BSC design, which includes 12 attributes. Second, it demonstrates that organizational effectiveness varies positively with the level of comprehensiveness of the BSC design.

Toward a Contingency Model for the Relationship Between Capacity and Effectiveness in Nonprofit Organizations

This article synthesizes the literature on organizational capacity in an effort to improve our understanding of the relationship between capacity and various measures of nonprofit effectiveness. I define capacity as the means by which organizations achieve effectiveness, and propose a contingency model to explain how different measures of nonprofit effectiveness (via goal attainment, system resources, and the multiple constituencies models) suggest distinct ways of conceptualizing and assessing nonprofit capacity. Drawing from organizational theory, I consider capacity in terms of resource streams and operational activities. The article proposes a contingency model that will assist researchers in examining the extent to which particular organization capacity variables relate to different measures of organizational effectiveness. It also provides practitioners a useful tool for understanding and assessing nonprofit capacity and effectiveness in different scenarios, in light of various internal and external factors.

Organizational effectiveness in Bosnia and Herzegovina: A competing values approach

Many different measures of organizational effectiveness have been proposed and one, widely used, based on Quinn's competing value framework, was applied in various national contexts. The competing values framework describes organizational effectiveness as paradoxical and contradictory by nature and in terms of seemingly mutually exclusive value dimensions, such as flexibility versus control and internal focus versus external focus. The competing values framework was broadly employed to examine various organizational phenomena, such as leadership, organizational commitment, organizational culture and decision making, and thus providing universal metric for trans-organizational analyses for different levels. This study presents the research results of 150 managers' perceptions of effectiveness of Bosnia and Herzegovina's organizations according to competing values approach. Multidimensional scaling was employed. It provides qualified support to structure of the competing values framework and shows that seemingly opposite organizational effectiveness models really coexist and can be effectively managed to accomplish and fulfil planned organizational goals.

Measures of Organizational Effectiveness: Public Sector Performance

<em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em><br /><em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em>

Negotiating the Organizational Effectiveness of Social Ventures among Multiple Stakeholders

When planning their social ventures, entrepreneurs generally need to consider multiple stakeholders with conflicting views of organizational effectiveness. We propose a scoring technique that is often used for the analysis of multiple-issue negotiations to analyze and manage the stakeholder conflicts. We show how the quantitative assessment of stakeholders’ preferences results in a one-dimensional subjective measure of organizational effectiveness for each stakeholder. Our approach complements recent research by contributing to a quantitative discussion of organizational effectiveness. Due to typical structural features of the employed scoring template, we are able to derive general principles concerning the conflict structure and the interaction of multiple stakeholders. We find that an increase in the number of stakeholders required for an agreement tends to decrease the perceived organizational effectiveness for the initial negotiators. On the other hand, the multitude of possible agreements is also reduced, thereby sharpening the focus on acceptable proposals to the stakeholders involved.

A Conceptual Framework for Exploring the Impacts of Corporate Social Responsibility on Employee Attitudes and Behaviour

This article develops a conceptual framework that explains how organizations can influence employees’ attitudes and behaviour through their corporate social responsibility (CSR) activities. There are plenty of studies to suggest the financial benefits of CSR. However, studies are scarce to link CSR with non-financial measures of organizational effectiveness, such as, affective commitment, job engagement and organizational citizenship behaviour (OCB). Moreover, studies are rare to delineate the process through which CSR can bring positive attitudes. Thus, this article focuses on organizational prosocial identity as a mediating variable. The role of communicating CSR activities is almost negligible and to address this gap, this article considers CSR communication as a moderating variable. Drawing from literature, this article argues that the success of an organization lies in enhancing positive attitudes among employees and probably, one of the ways to promote this is through CSR. Based on this assertion, the framework identifies CSR activities towards four stakeholders (employees, customers, community and environment) and its impacts on employees. Several research implications are proposed based on the propositions highlighted in this article.

An investigation into the leadership practices of volunteer leaders

Purpose – While numerous studies of leadership have been conducted in the corporate and public sectors, there are lots of people leading in civic, social, and community service organizations and little is known about either how they lead or how their leadership practices are similar to or different from those leading in other sectors. The purpose of this paper is to fill that gap by examining leadership practices unique to leadership that occurs within organizations where both leaders and followers are volunteers. Design/methodology/approach – The sample involved surveying over 60 percent of the volunteer (n=569) leaders across a national youth sports organization based in the USA. Findings – Volunteer leaders engaged more frequently in leadership behaviors than did paid leaders. Some differences in leadership behaviors were found on the basis of respondent gender, age, educational level, and employment status. Leadership behaviors were systematically related to quality of respondents’ volunteer leadership experience. While objective measures of organizational effectiveness were unrelated to the leadership behaviors of the voluntary leaders, subjective assessments did impact how leaders behaved. Research limitations/implications – The research relied upon the self-reported leadership behaviors of respondents, and the organization’s measure of effectiveness was unrelated to respondent leadership behaviors. Future studies would benefit from leadership assessments provided by observers and constituents, samples involving different kinds of volunteer organizations (both settings and services) and more complex and nuanced empirical relationships. Practical implications – It is problematic that a volunteer organization cannot clearly define what it means to be an effective leader. Knowing the direct relationship between leadership behaviors and how favorably people feel about their voluntary leadership experience implies making certain that volunteer leaders actually have the opportunity to lead. Social implications – Because so many people volunteer and voluntary (and not-for-profit) organizations are vital to economic well-being it is important to know more about what effective leadership looks like within this domain. Originality/value – Few studies of volunteer leaders have been done, and none in this particular type of youth sports organization. Extends an understanding of leadership and what people do when they are leading others, especially in terms of settings involving volunteer participants rather than paid participants.

Organizational Health at the Mindanao State University, Marawi City, Philippines

Organizational health is an important measure of organizational effectiveness. This study aimed to assess the organizational health at Mindanao State Universitywith indicators such as leadership, vision, employee commitment, rewards andrecognition, communication, competence and skills development, teamworkand ability to adapt. Responses of 645 employees, categorized into deans andunit heads, faculty, and rank and file, were analyzed using the descriptiveresearch design. The data were presented through frequencies, percentages andweighted means. Deans and unit heads perceived leadership and vision to be themost significant indicators of organizational health. Faculty, and rank and filelikewise found these to be the most significant indicators. On the other hand,deans and unit heads perceived competence and skills development to be theleast significant indicator, while faculty, and rank and file perceived rewards andrecognition to contribute least to the organizational health. Overall, leadershipand vision were perceived to be the most significant indicators of organizationalhealth, while rewards and recognition least contributed to the organizationalhealth.Keywords: Social Science, Organizational Health, Academic Institution, DescriptiveDesign, Philippines