Management Organizational Performance Research Articles

The synergy of human resource development (HRD) and artificial intelligence (AI) in today’s workplace

ABSTRACT The systematic review paper examines the relationship between artificial intelligence and human resource development in organisations. The study aims to understand AI’s symbiotic role in improving HRD functions like training and development, organisational development, career development, performance management, and workforce planning in the last two decades. It highlights how AI revolutionises HRD, including performance management, learning and development, and workforce planning. The paper also covers the role HRD plays in facilitating AI adoption. This paper closes the gap between AI and HRD by highlighting the benefits of this symbiotic relationship. The work poses crucial research questions to guide future investigations. The questions cover how HRD is essential for ensuring the smooth adoption of AI to boost human capital by focusing on HRD and how AI can strengthen HRD by improving critical functions. By employing HRD practices to improve AI adoption and AI to improve HRD function, this research aims to increase our understanding of how AI and HRD need to work together in synergy.

Analisis Studi Literatur Tantangan Penerapan Flexible Working

In the current digital era, the concept of flexible work has become increasingly relevant and pressing. The COVID-19 pandemic that swept the world has accelerated the adoption of flexible work practices, with many organizations forced to adapt to new situations where working from home has become the norm. However, the implementation of flexible work does not always proceed smoothly and presents various challenges, such as cultural and organizational changes, effective performance management, and equality of access and technology. This research analyzes the challenges and inhibiting factors in implementing flexible work based on previous literature studies. These challenges include cultural and organizational changes, performance management and supervision, equality of access and technology, work-life balance, conflict management and communication, as well as variations in the effects of flexible work on job quality. Inhibiting factors include difficulties in assessing individual readiness, technical challenges and infrastructure, competency gaps and technological limitations, as well as managerial difficulties. To address these challenges and inhibiting factors, organizations need to take appropriate steps, including policy adjustments, providing training and technology support, and developing appropriate performance management systems.

The influence of transformational leadership on organizational performance and knowledge management capability

The influence of transformational leadership on organizational performance and knowledge management capability

The Intersection of Organizational Performance and Conflict Management at EB Poly Resources Limited (EBPRL), Gombe State, Nigeria

The Intersection of Organizational Performance and Conflict Management at EB Poly Resources Limited (EBPRL), Gombe State, Nigeria

Issues Influencing Performance Management of Public Organisations in Tanzania. Experience from Medical Stores Department Headquarters

his study researched on issues influencing performance management of public organizations in Tanzania was done at Medical Store Department (MSD) Headquarter Dar es Salaam and 75 respondents participated. The general objective was to explore issues influencing performance management of public organisations in Tanzania. Specific objectives were; to determine the influence of leadership in the performance of public organisations and to determine the influence of strategic plan in the performance of public organisations. The study used a qualitative research approach and used both primary and secondary data. Primary data collected through key informant interview and secondary data collected through documentary review. The study revealed that organisations which have leaders with good leadership skills, well-structured and cooperative strategic plan are likely to have good performance management. Moreover the study found that good leadership is the major influence of performance management in any organisation. Organisations might have structured and cooperative strategic plan but without having good leaders with high leadership skills it will not work out. Furthermore, the study exposed that there are other issues like motivation and personal attitudes which can influence organization performance management. The study recommends that MSD should have a leaders’ succession plan and conduct several leadership skills trainings so as to empower leaders with important skills to carry out their day to day errands in an effective and efficient manner. Also they have to make sure that their strategic plan is communicated to all level of employees for easy implementation. Not all that but also employees should be motivated and encouraged to have good attitudes which have positive relationship with organisation performance.

Mediation of competitive advantage between strategy management practices and organizational performance

This study aims to investigate the impact of competitive advantage as a mediator between organizational performance and strategy management in enterprises located in Faridabad. Using a well-designed questionnaire and convenient sampling, data is gathered from 200 Faridabad-based businesses. Amos 21 and SPSS 21 are used for data analysis. Strategy management practices significantly impact organizational performance in direct analysis. Competitive advantages have a significant impact on organizational performance, and strategy management practices have a significant impact on competitive advantages in the indirect effect. However, there is no significant relationship between strategy management practices and organizational performance. It is revealed that completive advantages fully mediate between strategy management practices and organizational performance. Subsequent studies may employ qualitative research methods to investigate additional pertinent variables. It is implied that strategy implementation and assessment are critical to improving performance and giving Faridabad-based businesses a competitive edge.

The impact of climate risk disclosure on financial performance, financial reporting and risk management: evidence from Egypt

Where Egypt stand with climate related-risk disclosures and why stakeholders and organizations require such information? This research aims to measure the climate risk disclosure level in Egyptian companies and to investigate its determinants. As unfavorable climatic circumstances create systemic risk for businesses throughout the whole global economy, this research examine how the disclosure of climate change risks affects the financial performance, financial reporting, and risk management. Few studies analyze how climate-related risk affects the financial performance of publicly traded companies in Egypt. This research applies regression models using both quantitative and qualitative methodologies. The information was gleaned from the 2019 through 2022 financial statements of 25 publicly traded companies. According to statistical analysis, there is a significant positive association between the financial performance, financial reporting, and risk management of industrial organizations and the disclosure of climate change. The findings show that the financial markets require precise, thorough, and high-quality information about the effects of climate change. This encompasses the threats and chances posed by increasing temperatures, climate-related legislation, and new technology in our rapidly evolving global environment.

“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory

PurposeBased on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.Design/methodology/approachThis research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.FindingsPerformance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.Practical implicationsUnder the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.Originality/valueThis research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.

Longitudinal Effects of Employees’ Big Five Personality Traits on Internal Promotions Differentiated by Job Level in a Multinational Company

AbstractPromotions are central to individual career success. For organisations, it is crucial to identify and develop employees capable of higher-level responsibility. Previous research has shown that personality traits as inter-individual differences predict promotions. However, effects have mostly been examined on a broad factor level. This study investigated longitudinal effects of Big Five personality traits on both factor (neuroticism, extraversion, openness to experience, agreeableness, conscientiousness) and more detailed facet levels on promotions in employees of a multinational wholesale company (N = 1774, n = 343 promoted). We also explored how personality differentially impacts promotional likelihood as a matter of target job level (individual contributor vs. first- or senior-level manager roles). Overall, associations with promotions were detected for neuroticism (negative) and conscientiousness (positive). At the more nuanced facet level, all Big Five factors had at least one personality facet that was significantly related to promotions. Additionally, personality-promotion relationships were generally stronger for lower- rather than higher-level promotions. Taken together, our findings demonstrate that employee personality traits have a meaningful impact on who will be promoted and should hence be considered in organisational personnel selection, personnel development, and performance management practices.

Digital transformation: An empirical analysis of operational efficiency, customer experience, and competitive advantage in Jordanian Islamic banks

This research aims to investigate the impact of digital transformation on the operational efficiency, customer experience, competitive advantage, organizational performance, and risk management in Jordanian Islamic banks. A descriptive analytical method was used, collecting primary data from a survey of 68 employees across four Islamic banks. Statistical tools, including linear regression and correlation, were used for data analysis and hypothesis testing. The findings revealed that digital transformation significantly influences the operational efficiency, competitive advantage, customer experience, organizational performance, and risk management of Islamic banks at a significance level of α ≤ 0.05. While digital transformation generally enhanced operational outcomes and customer experience, it also increased exposure to risks such as electronic attacks, fraud, and privacy concerns. The results highlight the importance of integrating digital transformation in Islamic banking while employing robust risk management strategies. These findings provide insights for policymakers, bank managers, and researchers in formulating strategic initiatives for digital transformation in the banking sector. The research contributes to the literature by focusing on the role of digital transformation in Islamic banking, a less-explored area in academic studies. This research also presents valuable implications for practice, specifically for banks and regulators to balance the potential of digital transformation with the associated risks.

MAPEO DE LOS DETERMINANTES ORGANIZATIVOS DEL RENDIMIENTO LABORAL

The purpose of the present research was to identify and assess key organizational factors affecting work performance via Gilbert´s Behavioral Engineering Model (BEM). Therefore, a self-made scale considering BEM´s dimensions was developed and tested. Data were gathered from the 1st of April to end of May 2023, using a randomly stratified sample of 297 Mexican companies of Sonora State. The final questionnaire – named ADOPTproved adequate psychometric properties to assess eight organizational factors of human performance proposed. ADOPT liability and validity are shown in the light of commented literature and data on present organizational effectiveness and corporate longevity. Main results indicate a global alpha scale liability of .92 being Task Support, knowledge/Competences, and Context most valued predictors of organizational effectiveness, followed by Aims/Objectives and Feedback factors. It was also confirmed that both contextual (environmental level) and behaviour (individual level) type of supports are equally important in predicting work performance. Evidence indicates that organizational performance management in SMEs is highly achieved on a long-term basis by attending these key factors in a specific loop, i.e. contextualising, system maintenance (feedback), and empowering. This sequence support personnel assessments as essential for empowering decision-making processes.

Navigating Uncertainty: Assessing the Impact of Financial Risk Management on Organizational Performance: Evidence from Insurance Companies in Pakistan

In an era marked by economic volatility and global uncertainties, the effectiveness of financial risk management strategies is crucial for businesses, particularly in the financial services industry. This research investigates the relationship between financial risk management (FRM) practices and organizational performance, specifically within the insurance sector in Pakistan. Moreover, the study aims to explore the role of financial risk management in enhancing the performance of insurance companies operating in the Pakistani market. It establishes a research model based on Financial Risk Management (Market Risk, Operational Risk, Liquidity Risk, and Legal Risk) and Organizational Performance (ROE). Researchers surveyed 13 insurance companies in Pakistan using non-probability and convenience sampling techniques and analyzed the data using EViews. The results indicate a significant and meaningful link between organizational success and financial risk management. This study seeks to incorporate best practices and focuses on developing a comprehensive understanding of the influence of organizational performance and financial risk management strategies.

ANALISIS PETA STRATEGI BERIKUT PENJABARANNYA: LESSON LEARNED PENERAPAN BALANCED SCORECARD SEKTOR PUBLIK

This study aims to describe the strategy map and its translation into strategic targets within the framework of the Balanced Scorecard (BSC) strategic management system implementation. The study used a qualitative approach based on document review, observation, interviews, and theoretical review. The study shows that the BSC strategic management system in the study object has been implemented through the translation of vision, mission, and strategy into operational objectives and performance measurement. The BSC system is considered successful in both organizational performance management and individual performance management. There is still a slight weakness in the application of BSC, namely in the preparation of key performance indicators (KPIs) for employee performance contracts, performance managers in the General Subdivision become coordinators and take over the work of all sections on the grounds of uniformity of format. Whereas the employee performance contract should be made by each employee in discussion with their direct supervisor. However, the coordination between the performance manager and the liaison officer of each section is enough to reflect the contribution of each section in the preparation of KPIs.

The Conceptual Model of Green Human Resource Management in Business Organization: A Literature Review

The conceptual model of Green Human Resource Management (GHRM) in business organizations focuses on integrating green practices into human resource management strategies, the research model can support organizations in minimizing expenses without losing talent, reducing total costs, and driving business success in an ever-evolving world. GHRM is a program that helps create a green workforce that can understand and appreciate green culture in an organization that requires a high level of technical and management skills in employees. This research aims to see the implementation of GHRM in organizations that support environmental performance and see the dimensions of GHRM practices in supporting sustainable business organizations. This research used a qualitative research design with a literature study approach. The results of this study state that GHRM involves integrating green practices into human resource management functions, such as recruitment, training, performance appraisal, and compensation. Implementing GHRM can improve environmental performance, financial savings, and competitive advantage. The research limitation only refers to the research of the GHRM conceptual model. In the research "Conceptual Model of Green Human Resource Management in Organizational Business," the originality can be found in the specific focus on developing a conceptual model for green human resource management (GHRM) in the context of organizational business.era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.

Evaluating Supply Chains Based on the Novel Network Data Envelopment Analysis Model

In today’s competitive world, organizations are required to respond to customers and their stakeholders whose goals are profit, cost reduction, quality improvement, and customer satisfaction. Therefore, it is vital to realize the ways for continuous quality improvement, customer satisfaction and organizational performance management. A performance measurement system should be designed to consider the chain specifications of the network and its interrelations. Data envelopment analysis (DEA) is broadly used to evaluate the relative performance of a set of manufacturing processes because their models do not require considering the precise production functions. In this paper, a new approach based on network DEA is developed to evaluate the performance of an organization’s supply chain. The proposed model considers different constraints simultaneously. The purpose of this research is to provide a new approach by effective network DEA in order to evaluate the supply chains with different assumptions. This model is input–output-oriented and has a target setting, considering dual-role factors and desirable/undesirable outputs as well as flexible intermediate measures to evaluate the efficiency in a more realistic situation. Finally, a case study in drink industry is reanalyzed relying on the proposed model, and the results are presented and discussed. The results show that the approach presented in this research by considering the targets for inputs and outputs, in addition to improving efficiency, can also calculate and report the distance between DMUs and their targets. Also, the proposed model by considering the dual-role factors, desirable and undesirable outputs, has provided a comprehensive method that with all of these assumptions can evaluate the network DMUs under more realistic conditions. So, through this model with the considered assumptions, not only the efficiency scores of the units can be calculated but also an analysis of how to improve the units is also obtained according to the decision makers’ opinion.

Developing an integrated performance management and measurement system in healthcare organisations: a Canadian case study

This study proposes a performance management and measurement system for a large healthcare organisation. First, data is collected to analyse and understand the current performance management system. Second, the SWOT (Strengths, Weaknesses, Opportunities, Threats) method is used to identify the main aspects of the performance management system to be improved. Third, based on the scientific literature and SWOT analysis, BSC principles are integrated to this performance management system to better align the organisation’s performance objectives and indicators with its strategy. Finally, we develop a performance indicator structure and specify indicators to be used as well as how these indicators could be integrated and shared with higher hierarchical levels in the organisation by using AHP (Analytic Hierarchy Process). Our approach is applied to the program “Physical disability, intellectual disability, and autism spectrum disorder” of CIUSSS du Centre-Sud-de-l’île-de-Montreal, a large healthcare network, in the province of Québec, Canada.

Organizational, Social, Economic and Financial Management Performance of Cooperatives

This study aimed to determine the level of organizational, social, economic and financial performance of cooperatives when taken altogether and when grouped according to variables and to determine if there is significant difference on the level of organizational, social, economic and financial performance of cooperatives when grouped according variables. This aims to know whether or not organizational, social, and economic performance of cooperatives significantly predict financial management performance of cooperatives. Descriptive-Quantitative design is used in this study and instrument used was the Cooperative Performance Report Questionnaire together with interview questions which were conducted through face to face interview. Organizational, Social, Economic and Financial Management Performance of Cooperatives in Negros Occidental when taken altogether is excellent, very satisfactory, excellent, and satisfactory, respectively. There is significant difference in the level of organizational performance when grouped according to variables. No significant difference in social performance when grouped according to variables. No significant differences in economic performance of cooperatives when grouped according to variables. In financial performance of cooperatives when grouped according to variables a significant difference existed, when grouped as to classification, however, no significant difference existed in financial performance of cooperatives when grouped according to age. Organizational, social, economic performances of cooperatives are predictors of financial performance. There is significant relationship between organizational performance and social performance, organizational performance and economic performance, organizational performance and financial management performance, social performance and economic performance, no significant relationship between social performance and financial management performance, economic performance and financial management performance, respectively. Cooperatives maybe encouraged to sustain excellent organizational, social, economic and financial management performances while very satisfactory and satisfactory performances needs improvement. Programs on the improvement of financial performance of cooperatives may be initiated by cooperatives or by proper authorities’ in-charge. Lastly, close and intensive monitoring of Cooperative performance is recommended.

The Effect of Organizational Leadership, Employee Development, and Performance Management on Employee Engagement

Digital era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.

The Effects of Human Resources Management on Organizational Performance and Organizational Climate: A Study in Konya Industry

Purpose –This study aims to determine the impact of human resource management on organizational performance and organizational climate.Design/methodology/approach–In the study, "SPSS 23.0 and AMOS" programs were used to analyze the data collected by questionnaire method. Reliability and validity analysis, normality tests, and EFA were performed to define and summarize the observed variables and to reveal the workable factors. Subsequently, confirmatory factor analysis (CFA) was conducted to reveal the structural validity of the variables and Path analysis was used to test the hypotheses.Findings –According to the results of the research, it was determined that human resource management has a significant positive effect on organizational performance (ß=,86; p<,05) and human resource management has a significant positive effect on organizational climate (ß=,82; p<,05). In addition, the levels of relationship between demographic variables and organizational performance and organizational climate were also tested. As a result, it was seen that the perception levels towards organizational performance and organizational climate showed a significant difference according to the participants' years of employment (seniority) and total years of employment in the organization.Discussion –The results regarding the impact of human resource management on organizational performance and organizational climate are related to the literature. In the study conducted by Alzaeane (2018) with the employees of an oil company operating in Libya, it is seen that human resource management has a significant effect on organizational performance. Cafferkey and Dundon (2015) found that human resource management has a significant effect on organizational climate. In the study conducted by Chakraborty and Biswas (2021), it is seen that human resource management has a significant effect on organizational climate and organizational performance.

What Makes a Hospital Excellent? A Qualitative Study on the Organization and Management of Five Leading Public Hospitals in China.

To summarize the organizational and management experiences and explore the organizational theoretical model of five leading public hospitals in China. Purposive sampling was used to select five leading hospitals in different regions of China under the National Health Commission and Provincial Health Commission as study hospitals for the study. From August 2021 to March 2022, 8 leaders and 39 managers from these hospitals were surveyed using semi-structured interviews. The data and information were analyzed in four dimensions using thematic analysis and grounded theory, focused on summarizing the experiences and practices of China's leading hospitals in organizational system, culture, operations and performance management, and employee development. This study complied with the COREQ guidelines for reporting qualitative research. An organizational system model of the characteristics of hospital excellence was developed using four core attributes: organizational system, organizational culture, operations and performance management, and employee development; the model was named the System-Culture-Operation-Performance-Employee (SCOPE) model. Organization and management among leaders and managers in China's leading hospitals are based on the SCOPE process, resulting in employees' well-being, patients' positive outcomes, and organizational excellence. In terms of hospital culture, while adhering to the Hippocratic Oath, the hospital is deeply influenced by traditional Chinese culture, which emphasizes "benevolence" and "love", leading all staff to adhere to "patient-centered care and service." In terms of operations management, a separate operations management department is responsible for hospital operations and performance assessment. As for employee development, the staff's sense of reverence for their profession is emphasized and a reasonable salary system and good practice environment are established to promote staff motivation. The SCOPE model reveals the perspectives of leaders and managers in China's leading hospitals regarding organization and management under a Chinese cultural background. These findings can complement the existing literature on hospital management systems.