Strategic Goals Of Organization Research Articles

Élaboration et mise en œuvre de mesures de productivité de l’anesthésie pédiatrique localement dans un hôpital canadien pour enfants : un rapport technique

Élaboration et mise en œuvre de mesures de productivité de l’anesthésie pédiatrique localement dans un hôpital canadien pour enfants : un rapport technique

Strategic Employee Performance Analysis in the USA: Deploying Machine Learning Algorithms Intelligently

Strategic employee performance assessment assists organizations in steering productivity, affirming employee satisfaction, and accomplishing strategic organizational goals. Machine learning algorithms provide several benefits over mainstream techniques in assessing employee performance. This research paper aimed to explore the deployment of machine learning algorithms in assessing employee performance. The prime objective of employee performance analysis is to assess an employee's achievement during a specific time frame. The dataset for this research revolved around the leadership team of a global retailer's specific store level in the USA, extending over 18 months. The dataset for this study was subjected to Python programming software for intensive and comprehensive data analysis as well as for visualization purposes. From the experiment design, it was evident that XG-Boost seems to be the best-performing model overall. In particular, it had the greatest AUC for both holdout and training data (0.86 and 0.88, respectively), and it has a relatively low runtime (16 minutes) and maximum memory utilization (12%). By contrast, Random Forest displayed an average AUC for training data (0.79) but a lesser AUC for holdout data (0.51), which indicates that it may be overfitting the training data; besides, it had a longer runtime than XG-Boost.

Rigid frameworks or flexible approaches? The debate on employee engagement measurement in organisational contexts

Purpose This strategic commentary aims to examine the benefits and drawbacks of rigid frameworks versus flexible approaches to measuring employee engagement, arguing for a hybrid model that incorporates the best of both to better correspond with organisational subtleties and strategic goals. Design/methodology/approach This study compares the standardised, benchmarking capabilities of inflexible frameworks such as Gallup’s Q12 to the adaptability and customisation potential of flexible approaches. It emphasises the creation and implementation of a hybrid methodology that preserves the integrity of engagement measurement while also incorporating organisational-specific insights. Findings Despite their different benefits, rigid frameworks may neglect distinct organisational cultures, whereas completely flexible techniques may suffer with measuring consistency. A hybrid model, which combines core standardised questions and unique items, provides a balanced solution for improving the relevance, actionability and reliability of engagement data across dynamic organisational landscapes. Originality/value The discussion culminates with the proposal of a hybrid measurement strategy as a strategic innovation in human resource management. By combining scientific rigour and contextual sensitivity, this model provides a nuanced roadmap for organisations looking to thoroughly understand and effectively negotiate the complexity of employee engagement in an evolving work environment.

Synergistic analysis of performance appraisal and job rotation in enterprise renewal and optimization

As the rate of change in the business world accelerates, organizations strive to enhance their performance and adjust to novel challenges. Performance appraisal and job rotation are common human resource management methods that have been proven to significantly influence employee performance and organizational effectiveness. Nevertheless, their cumulative influence on business renewal and optimization remains underexplored. Therefore, this study utilizes a mixed-methods approach to quantitatively examine performance appraisal and job rotation practices in a selected group of companies. Additionally, it involves qualitative interviews with managers and employees to offer further insight. The findings indicate that a coordinated strategy in evaluating performance and rotating job responsibilities can enhance employee motivation, develop skills, and improve organizational flexibility. Furthermore, an all-encompassing method to managing human resources, considering the interplay between diverse practices, can result in sustained competitive advantage and organizational accomplishment. The study emphasizes integrating these practices with the organization's strategic goals. Its objective is to investigate the synergies between performance appraisal and job rotation in the context of corporate renewal and optimization. The study elucidates how integrating these strategies can drive corporate renewal and optimization.

The Now Normal

The World Health Organization (WHO) declared COVID-19 as a public health emergency of international concern (PHEIC) on January 30, 2020 and soon thereafter with 118,000 cases in 114 countries and 4,291 deaths, declared it as a pandemic on March 11, 2020. 1,2 In the Philippines, lockdown was declared by then President Rodrigo Duterte on March 15, 2020. 3 It was for an initial one-month period but extended for progressively longer durations afterwards. Adding to the confusion were the various levels of lockdown soon promulgated, subject to the number of COVID-19 cases in the neighborhood. As to be expected, this kept fluctuating over time and disrupted the way people were able to go to work and do their day-to-day activities outside of their homes. More stress was added because of the lack of meaningful information onCOVID-19, sowing anxiety and fear among the populace. 4-6
 One of the more visible effects of the pandemic lockdown was the change in allowed modes of public transportation. 7 This was most difficult for people in the Philippines who got sick of COVID-19 themselves and health workers who had to continue taking care of the rapidly rising COVID-19 cases. 8,9 For those who could choose to continue working from home, they had to quickly familiarize themselves with the digital platforms, skills needed to work with gadgets and devices, as well as the need for internet services. Although initially thought to offer more work flexibility, time saved from taking public transportation and traffic congestion, and being in a more convenient working environment, working from home was soon seen to cause its own mental health issues. 10-13 With this information, it has increasingly become necessary to constantly evaluate working from home arrangements and configure it more specifically to the needs of the worker and/or the job role. 14-17
 In this context, we bring attention to an article from Indonesia published in this issue of the journal by Wibowo and colleagues. 18 Although there have been numerous articles published on the effects of the COVID-19 pandemic on students and health workers, including in this Journal, it would be useful to also look at other sectors who may have been affected as well. 19-24 On top of the concerns on personal safety and challenges with public transportation shared by most students and health workers, non-health workers are also concerned about their job and food security. 25,26
 The paper by Wibobo et al., first published as an Early Access article in the Journal a year ago, involved technical and field workers (construction, manufacturing, mining, oil, and gas industries) who did not have the same option to work from home. 18 These workers were already being exposed to significant workplace hazards even prior to the pandemic. 27-30 For its part, the study looked into psychological (feeling of safety and work pressure) and organizational (management commitment) factors as determinants of job satisfaction. Questionnaires were handed out during the ongoing COVID-19 pandemic.
 The authors reported that workers’ feelings of safety and work pressures were significant determinants of employee job satisfaction; but management commitment was not. As the authors discussed, this was contrary to most organizational strategic goals. To be effective, Management should be seen as sincerely concerned about the safety of their employees. Whether this was because Management lacked adequate information on COVID-19 to help deal with it in the workplace setting or there was truly a perceived lack of Management concern for worker safety even before the pandemic was less clear. A similar job satisfaction survey PRIOR to the pandemic for baseline comparison would have been helpful to understand this better. With the available data, it is difficult to definitively attribute the findings in the study to the COVID-19 pandemic.
 The WHO declared on May 5, 2023 the end to COVID-19 as a public health emergency. 31 The cumulative cases worldwide up to that time stood at 765,222,932 with nearly 7 million deaths. This does not mean however that we go back to the way we were before the pandemic. Our experiences during the COVID-19 pandemic have given us new insights and we could adapt many of the ways we have changed our practices to how we do them now.
 Whether it is for the remote or hybrid worker or those who would still need to be present in their worksite, it is possible to adopt many of these measures. For the remote worker, individualizing options and not imposing a “one-size-fits all” policy could help lessen the challenges. 32,33 A hybrid model using varying combinations of remote/online approaches with face-to-face interactions should be looked at. Even for those workers who had traditionally been considered as having to be physically present, new technologies (robots, robotics, telemetry, drones, etc.) can be adapted to lessen the exposure to onsitesafety hazards. 34-38

The Influence of Leadership Style and Organizational Culture on Employee Performance Mediated by Work Motivation in the Multinational Company Pt. German Eta in Indonesia

PT. ETA is a foreign industry in Indonesia that must always innovate continuously to improve the performance of its employees. Employee performance does not only include individual productivity but also their contribution to achieving the organization's strategic goals. This research aims to find out how leadership style and organizational culture influence employee performance through the mediation of work motivation. The sample taken using a saturated sampling technique consisted of 35 respondents from the total team management of 11 departments in the company PT. ETA. Data analysis used in research uses Path Analysis. The results of data analysis show that leadership style has a significant effect on performance, while organizational culture has no effect on performance. Meanwhile, leadership style and organizational culture influence work motivation. There is no visible impact from investigating mediating variables on the relationship between work motivation and organizational culture as well as leadership style and performance

Shared Values and Strategic Implementation Success

In this seminar work, we delve into the critical relationship between shared values and the success of strategic implementation in organizations. We explore the significance of shared values as the core beliefs and principles that unite employees and stakeholders, contributing to successful strategic implementation. Furthermore, the paper examines the impact of shared values on strategic implementation outcomes and how they help achieve organizational strategic goals. Additionally, we outline effective strategies to cultivate a shared values culture within organizations, fostering an environment where shared values thrive.

Employee financial participation and corporate social and environmental performance: Evidence from European panel data

AbstractCompensation and benefit practices are mainly considered as instruments to align employee behaviour to an organization's strategic goals, such as economic outcomes. Going beyond this economic focus, this study examines whether and how employee financial participation, may drive corporate sustainability performance (CSP; i.e. social and environmental performance). We investigate the relationship between employee share ownership, stock option and profit‐sharing plans, on the one hand, and CSP, on the other hand. In addition, we investigate the relationship between narrow‐based employee share ownership plans (only eligible for top management) and broad‐based employee share ownership plans (all employees eligible), on the one side, and CSP, on the other side. Using a unique European panel dataset, the results indicate that companies with (broad‐based) employee share ownership plans portray higher CSP, while companies with profit‐sharing plans exhibit lower CSP when there is no share ownership plan present. Also, the positive effect of broad‐based employee share ownership plans on CSP is magnified when the employees own a larger stake in the company. The results indicate that employee share ownership increases stakeholder orientation, strengthening the mutual interests of the organization and employees to long‐term investments in terms of CSP, at the same time broadening their orientation to long‐term external stakeholders’ interests.

Technical Tips: The Role of the Charge Neurodiagnostic Technologist

ABSTRACT The purpose of this strategic staffing study was to retrospectively evaluate the impact of the charge neurodiagnostic technologist (NDT) within a 24/7 pediatric NAEC Level IV, ABRET LAB-LTM accredited epilepsy monitoring unit (EMU) during a 4-month pilot. The association between a high-reliability organization (HRO), Lean thinking, and organizational strategic goals were utilized as guiding principles. This paper reviews the operational need to further develop frontline neurodiagnostic leadership roles within Ann & Robert H. Lurie Children’s Hospital of Chicago along with the design and implementation, training, and competencies required.

СУТНІСТЬ ОРГАНІЗАЦІЙНОГО ПРОЄКТУВАННЯ ТА ЙОГО МІСЦЕ В СТРАТЕГІЧНОМУ УПРАВЛІННІ ПІДПРИЄМСТВОМ

The article examines the interpretation of the concept of «organizational design». The study found that when interpreting it, scholars mainly adhere to two approaches: static and dynamic. Supporters of the former tend to view organizational design as the construction of organizational structures (organizational structure and management structure). In our opinion, in a changing external environment, it is more appropriate to consider organizational design from the standpoint of a dynamic approach as a constant process of large and small changes that occur in the management of an organization and its structure. Recently, «organizational design» has been used as an identical concept to «organizational design». It is proposed to consider organizational design (or organizational design) as a process of building or improving a formal organization in the course of finding a match between the key elements of the organization (organizational structure and management structure, personnel, tasks, decisionmaking and incentive systems, informal organization and organizational culture) and its strategy, taking into account environmental factors. The goal of organisational design is to develop a structure that best meets the organisation's strategic goals and objectives, taking into account the internal and external factors that affect it. The object of organisational design is the organisation itself. Organisational design is an important part of effective strategic management and cannot be a one-off event for a number of reasons. First, the growth of organizations necessitates the decentralization of power in order to create organizational prerequisites for delegating decision-making authority to locations closer to problem areas. Secondly, different types of work require different units, and since work is constantly changing, these changes are reflected in the units. Third, the organizational structure must be consistent with the chosen strategy. When an organization's strategy changes, the chances of success of the new strategy are enhanced with the support of organizational design. Fourth, since technology is an important part of any organization, as the organization's technology changes, information changes are required. Technology-related changes necessitate adequate changes in structure. The organization must adapt its structure (internal organization) and management processes to all these changes, and since such changes are constant and not always predictable, they require further post-implementation research.

The effect of talent management on competency development in the context of public-sector universities K.P.K, Pakistan: The buffering role of organizational culture

In the 21st century, scholars have had a lot of debate about the penetration of talent management that’s lead to quality education and research in universities. Modern institutions are under a lot of pressure to change, stay competitive and scarcity of talent management in the context of non-western countries such as Pakistan. This has resulted in the emergence of talent management. The aim of this research was to assess the impact of talent management on the competency development in public universities of K.P.K Pakistan. In this research, distributed questionnaires were 475, in which 378 were the usable questionnaire, and 79.57% response rate were calculated for the required study. The results depicts that there is positive relationship among the variables. Regression analysis confirms that talent management has a significant impact on employee competency development. Moreover, the results obtained through multiple hierarchical regression showed that talent management has a positive and significant impact on competency development. Further, it was also confirmed that organizational culture has a insignificant moderating impact on the relationship of Competency development and talent management. The findings have significance for researchers and academics in terms of aligning talent management strategies with organizational strategic goals and developing employee engagement standards in order to overcome the challenges of implementing talent management techniques at public universities of K.P.K.
 Keywords: Talent management, Organizational culture, Competency development.

Improving Higher Education Supply Chain Performance Through Procurement Digital Transformation

Technological disruption has forced higher education institutions to re-adjust their governance model so that organization sustainability can be achieved in facing future challenges. The purpose of the implementation of governance digital transformation is to improve organizational performance, particularly in higher education institutions. Nowadays, almost every organization in the world is modifying their business processes by integrating technology into their operational activities, especially the procurement process as a supply chain support, to achieve established organizational strategic business goals. Through governance and digital transformation, flexibility in meeting market changes can be acquired. The purpose of this study is to find out the impact of procurement's digital transformation in higher education and improve its supply chain performance. The methodology used in this study is a literature review from several sources. As a conclusion, we aim to show that procurement digital transformation has significantly impacted supply chain performance, and supply chain innovation has also significantly impacted higher education institution performance

The Effect Of Subjective Norms, Competence And Professional Code Of Ethics In Increasing Job Satisfaction Through The Mediation Of Motivation Variables In The Professional Association Of The Indonesia Architecture Link

In an organization, employee job satisfaction is an important factor in the management of human resources so it must be optimized, because job satisfaction determines the success of the organization's strategic goals and is able to contribute economically. Job satisfaction in an organization needs to be improved considering the current level of competition which is also getting tighter, so it is quite important to conduct research on the factors that affect the job satisfaction of architects. This research aims to analyze and explain the influence of competence on architect's motivation and the influence of professional code of ethics, competence, subjective norms and architect's motivation on architect's job satisfaction. This research uses an explanatory survey method approach with a questionnaire as a primary data collection tool online through google form. The research was conducted on May 20, 2023 until the Questionnaire was distributed to 100 members of the IAI Professional Association-Indonesian Architects Association. Multivariate statistical method namely Partial Least Square-Structural Equation Modeling (PLS-SEM) was used to answer the research hypothesis. The results of the research prove that competence has a positive influence on motivation, competence has a positive influence on job satisfaction, subjective norms have a significant influence on Job Satisfaction and Motivation has a significant influence on Job Satisfaction. While the professional code of ethics does not have a significant effect on Job Satisfaction. The implications of the results of this research for the organization should be able to increase the job satisfaction of architects, that is, by increasing their competence and work motivation. Competence can be done by improving their work skills with a variety of more challenging tasks. The same goes for work motivation, such as giving wide powers to the architect to organize his work team to always coordinate well. As for the organization of IAI as a container of architects' bonds, it should be more active in socializing the public/clients, by educating them on the importance of using the services of certified or licensed architects. For IAI, it should give strict sanctions to its members who practice by violating the code of ethics of the profession of an architect.

Strategic Planning: Moving From Plan to Implementation.

Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an organization to meet the organization's overall strategic goals, specifically through the use of implementation science.

THE INFLUENCE OF THE USE OF INFORMATION TECHNOLOGY, WORK SKILLS, ON THE PERFORMANCE OF STATE CIVIL APPARATUS IN FINANCIAL ADMINISTRATION MANAGEMENT IN THE ALAK DISTRICT OFFICE, KUPANG CITY WITH WORK MOTIVATION AS A MODERATION VARIABLE

Every State Civil Apparatus must be ready to serve the country and provide the best service to the community. Moreover, in this millennial era, ASN must be able to adapt to rapidly changing times. Current changes have an impact on work, workers and the workplace. Head of BKN Aria Wibisana, in a Discussion and Socialization event on Civil Servant Management Strengthening the Foundations of HR Management Towards a Merit System on April 9 2018, emphasized that every ASN needs to have work skills such as: the ability to solve complex problems, critical thinking, creativity, people management, the ability to coordinate , emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility. Key Indicator Achievements are a measure of the success of an organization's strategic goals and objectives. Every government institution or agency is required to formulate Key Performance Indicators as a priority program and activity that refers to the strategic targets in the RPJMD and RENSTRA of Regional Work Units. Achievements of the main indicators are calculated based on the number of achievements divided by the target and multiplied by 100%, as is the case at the Alak sub-district office, Kupang City. Information technology is used at the Alak Subdistrict Office, the electronic application must be used properly and correctly. HR's success in using information technology will be an indicator of the success of an organization's strategic goals and objectives. This research aims to obtain empirical evidence of the influence of the use of information technology and work skills on the performance of civil servants in managing financial administration with work motivation as a moderating variable. The research uses a quantitative approach. The research population of employees at the Alak Subdistrict Office was 35 people. The sampling technique is the census sample method. Questionnaires were used as a data collection technique. The hypothesis was tested using statistical testing tools, namely the variance-based structural equation test or better known as Partial Least Square (PLS) using Smart PLS 3.2.8 software

Career Development Human Resources for Education Institutions in Industry 4.0 Era: New Model Conceptual

HR career development has become an ongoing effort that requires commitment from the entire organization. This helps improve employee retention, motivation, and performance and ensures the organization has the talent it needs to achieve its goals. This research introduces a new conceptual model for career development in Human Resources (HR). This model aims to integrate an innovative and holistic approach to managing employee career development. By considering factors such as rapidly evolving technology, changes in work paradigms, and changing organizational needs, this model provides a fresh and relevant view of how HR can play a key role in facilitating employee professional growth. The results of this research discuss key aspects of this new conceptual model, including talent assessment, integrated career planning, personalized training and development, and an approach focused on work-life balance. Through this concept, this research guides HR professionals and organizational leaders on how they can adapt career development strategies that are more effective and relevant to the dynamics of the modern world of work. In conclusion, this new conceptual model encourages HR transformation to support employee growth and achieve organizational strategic goals in an era that continues to change rapidly.

Pengelolaan Kinerja Berbasis Balanced Scorecard

The Effective performance management is a key factor in achieving the strategic goals of government organizations. This study aims to find out how the use of the balanced scorecard in managing performance management at KPPBC TMP Merak by using the perspectives of stakeholders, customer, internal process, and learning and growth and to find out whether using the balanced scorecard can describe success in achieving performance at KPPBC TMP Merak. The research method used is descriptive qualitative research with primary and secondary data collection. Data collection was carried out by means of observation, interviews, and documentation. The results of the study show that the application of the balanced scorecard in managing performance management at KPPBC TMP Merak using the perspectives of stakeholder, customer, internal process, as well as learning and growth is going very well and by using the balanced scorecard success can be described in achieving organizational performance at KPPBC TMP Merak as evidenced by the status of indicator 19 (nineteen) Main Performance Indicators for 2022 which are green (successfully achieved) and Organizational Performance Score (NKO) in 2020 to 2022 worth above 100 with a special title

Specific Management of IT-Projects

Projects act as an important tool of corporate governance as it is possible to attain with their help strategic organizational goals. Significance of efficient project management is recognized by companies all over the world, as not always it is possible to comply with the basic plan of the project. As a rule, terms and budgets are exceeded, the quality of the product is changed. Today companies often face problems of project management in the field of information technologies (IT). Usually the detailed project content is not known at its start due to complicated technological task. Thus we can say that IT projects are subject to high uncertainty that is why they need specific approaches to be effectively managed. In the article the authors study different methodologies of project management, however not all of them can be used for projects of software development and introduction. Flexible methodologies of project management (Agile) are the most suitable for IT projects. Agile-methods take into account all specific features of project management for developing and introducing information technologies. Efficiency of flexible methodologies of IT-project management was proved by a number of qualitative and quantitative investigations.

The Importance of Strategic Planning With Modern Trends in Education

This study analyzes strategic planning in the educational environment that can contribute to changes in the quality of education tailored to the needs and progress of the times and current trends. The main objective of this research is to study strategic management and strategic planning in the educational environment to improve the quality of education in modern trends. This research is literature research or data collection exploring the research object through several library information studies. Strategic planning is a vital method for educational institutions to succeed and thrive. This can become more significant at the start or extension of learning in a program. With strategic planning, an educational institution, taking into account relevant internal and external environmental factors, can be better prepared to assess and set long-term directions and develop and implement strategies to achieve long-term goals. The process includes a series of organizational activities that begin with the concept of organizational goals and strategic goals.

NEXUS BETWEEN TALENT MANAGEMENT AND EMPLOYEE PERFORMANCE:AREVIEW OF LITERATURE

In todays dynamic world, the role of talent management has become critical for attaining organizational strategic goals. Having said that, the nexus of effective talent management and employee performance has been one of the core topics in human resource empirical research encompassing diverse variables and mechanisms. Hence, the current paper offers a review of extant empirical literature discussing the talent management and employee performance paradigm. The review has been carried out in pursuit of consolidating the existing literature through a time frame of five years. The current work reviewed the major mediators,moderators and diverse direct mechanism in relation to the said paradigm, aiming to help future research scholars identify the latest trends and research areas for further scrutiny.Hence, significantly contributing to the body of knowledge associated with TM and EP.