Organizational Bottom Line Research Articles

Review Paper: 6 SIGMA OF EMPLOYEE ENGAGEMENT

Employee engagement has become a critical factor in today's competitive business landscape. Disengaged employees lead to decreased productivity, higher turnover rates, and diminished customer satisfaction, impacting an organization's bottom line. This project addresses the crucial need to foster a more engaged workforce. Examine the concept of employee engagement Explore its definition, key drivers, and the benefits it offers organizations. Analyse current engagement trends Understand the current state of employee engagement and its impact on business performance. Develop actionable strategies Present a range of effective strategies to cultivate engagement within organizations employee. Provide practical recommendations Offer concrete steps for implementing engagement initiatives and measuring their effectiveness. Based on the research conducted, this project will identify the key factors influencing employee engagement within the chosen organization (if applicable) or in general. It will also highlight the most impactful strategies for fostering a more engaged workforce. By prioritizing employee engagement, organizations can expect to reap significant benefits, including:

Supplier Collaboration and Performance of Food and Beverage Manufacturing Firms in Kenya

Purpose: This study sought to evaluate explored the influence of supplier collaboration on the performance of food and beverage manufacturing firms in Kenya and to find out the moderating effect of supply chain technology on the performance of food and beverage manufacturing firms in Kenya.
 Methodology: The study used exploratory research design and utilized both qualitative and quantitative data in carrying out the study. This study adopted a census survey sampling which was conducted on 270 food and beverage manufacturing firms in Kenya registered by Kenya Association of Manufacturers (KAM, 2022). The target population for the research was all 270 respondents each from the food and beverage manufacturing firms. Both primary and secondary data was used, the primary data was collected using semi structured questionnaire that was administered by the researcher and research assistants. Samples of the questionnaire were pilot tested to test the reliability and validity before full scale data collection. The data was analyzed using the Statistical Package for Social Sciences (SPSS) version 26 software. Quantitative data was analyzed using descriptive statistics and presented in tables and figures. The inferential analysis was further carried out using structural equation modelling, ANOVA and regression coefficients. The results were then presented using tables, figures, graphs and charts.
 Findings: Supplier collaboration significantly influenced performance of food and beverage manufacturing firms in Kenya at both without a moderator and also using the moderating variable, supply chain technology. In the first model without moderator, it recorded a standardized estimate of 0.637 (p<0.001), indicating that as supplier collaboration increases performance of food and beverage manufacturing firms also increases. Fit indices on structural equation modelling revealed a marginal fit with a chi-square test of 216.155 with 86 degrees (P-value 0.0561). The structural path for structural equation modelling from supplier collaboration to supply chain performance remains positive and significant standardized estimate of 0.855 and p-value was 0.001<0.05. Which indicates that the variability of supplier collaboration on the performance of food and beverage manufacturing firms could be explained by 63.7% when no moderator is included and increase to 85.5% when supply chain technology is incorporated thereby indicating a stronger relationship. The other fit indices that gave a satisfactory model fit are RMR=.9019, GFI= .9774, NFI= .9164, RMSEA=.0191 and CFI=.9176 this implies that the model was fit to determine the relationship between supplier collaboration and performance of food and beverage manufacturing firms in Kenya and therein make conclusions and recommendations. ANOVA, regression coefficient ant model summary (R2) were also used and indicated significance of there use all recording p-value of 0.000<0.05. 
 Unique Contribution to Theory, Practice and Policy: While transaction cost theory used in this study was validated by offering cost reduction strategies like outsourcing, accurate order forecasting as increasing the organization bottom line. The study recommends that when creating a supplier collaboration portfolio, companies should pool suppliers with the same activities in one pool but to use technology to mop up suppliers with high asset specificity for components delivering competitive advantage. Meanwhile, suppliers with low asset specificity for suppliers with components which result to less competitive advantage needs to be managed as a separate line of engagement.

Examining the Impact of Training and Development on Organizational Performance: An Analysis of Strategic Fit

Human resource management strategies that neglect training and development are doomed to fail. They're crucial because of their impact on improving workers' knowledge, abilities, and productivity, which in turn affects the company's bottom line. By raising employee proficiency levels, training and development can significantly impact business results. Effective training programs help workers learn new abilities and hone their existing ones, allowing them to do a better job. As a result of this raised level of expertise, various organizational processes may see gains in output, error rates, and overall effectiveness. Training and development initiatives also help boost morale and participation in the workplace. Staff morale and loyalty can rise when they see that their employer cares about them as individuals and their professional development. Employees who are enthusiastic and invested in their work are more likely to go the extra mile, work well with others, and improve the company's bottom line. Organizational effectiveness is greatly influenced by training and development programs. They encourage creative problem-solving and flexibility in the workplace by increasing employees' knowledge, enthusiasm, and commitment to the company's mission. Improvements in productivity, employee satisfaction, and the organization's bottom line can result from training and development programs that are well-executed and in line with strategic goals. The main focus of the study is to examine the Impact of Training and Development on Organizational Performance. In addition, the study also focuses on various factors that impact training and development in an organization’s performance and various factors that impact training and development in employee performance. Lastly, the study also examines various problems that are faced by the organization in managing training and development for employees. Organizations must see the strategic value in these initiatives and invest in them if they are to succeed in the long run.

Relationship between Agile Maturity and Digital Transformation Success

Digital transformation has become increasingly important for information technology software companies, as it can have a significant impact on the organization's bottom line. However, many companies struggle to achieve success in their digital transformation journey. One of the key challenges that organizations face is the lack of agility. Organizations need to develop their agile maturity levels in order to achieve their desired results. This paper investigates the relationship between agile maturity levels and digital transformation success in information technology software companies. The study also examines the key agile practices that contribute to digital transformation success. A descriptive study was conducted on different software companies. 100 employees working on agile projects were given a survey, and the responses were examined using the SPSS software. In addition to the quantitative data, the study also conducted qualitative interviews with 10 professionals who have implemented agile transformation in their organizations. The findings of the study suggest that there is a significant positive relationship between agile maturity levels and digital transformation success. The correlation analysis revealed a strong relationship between the three agile maturity dimensions (self-organized team, agile project management, and test-driven development) and digital transformation success. It also showed a moderate relationship between the six agile maturity dimensions (performance management, defect prevention, customer availability, requirement management, collaborative development, and regular delivery) and digital transformation success. The paper also found that the key challenge that organizations face in their digital transformation journey is the lack of clarity around the goals of the transformation. The results of the paper have practical implications for agile practitioners and organizations in identifying the order of key areas of agile maturity and activities that should be introduced to achieve a successful digital transformation journey.

Role of Corporate Social Responsibility (CSR) in the relationship between Green Accounting and Firm Value: Evidence from Indian Companies

This empirical research looks into how different factors including Green accounting, capital structure, and CSR influence Firm value. The research is quantitative in nature, drawing on data from 31 consumer durables companies listed on BSE. The analysis uses multiple regression technique. Additionally, the study uses a CSR disclosure index based on the Key Performance Indicators of the Global Reporting Initiative. This study found that Green Accounting and Capital Structure have effect on Firm Value, and that CSR can significantly moderate this relationship. The study's results shed new light on the complex interplay Green Accounting, financial flexibility, and firm value. It provides empirical data on the links between green accounting, capital structure, CSR, and firm. These results are useful for policymakers and managers who want to know how corporate social responsibility and environmental policies affect an organization's bottom line and its overall efficiency. DOI: https://doi.org/10.52783/tjjpt.v44.i4.807

THE INFLUENCE OF STRESS EFFECTS AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE AT PT BANK RAKYAT INDONESIA TBK, PANAKKUKANG MAKASSAR BRANCH

Work stress, often arising from factors such as heavy workloads, tight deadlines, and interpersonal conflicts, can negatively impact employees' mental and physical health, job satisfaction, and overall job performance. High levels of work stress can lead to decreased motivation, increased absenteeism, and reduced productivity, which can ultimately affect an organization's bottom line. On the other hand, job satisfaction is a measure of how content employees are with their work and the work environment. When employees are satisfied with their jobs, they tend to be more engaged, motivated, and committed to their tasks, leading to higher job performance and overall organizational success. Job satisfaction is influenced by various factors, including job security, recognition, work-life balance, and opportunities for growth and development. This study aims to determine the effects of work stress (X1) and job satisfaction (X2) on the performance (Y) of PT Bank Rakyat Indonesia Tbk, Panakkukang Makassar Branch. The research type employed is descriptive quantitative. The study's population consists of all employees at PT Bank Rakyat Indonesia Tbk, which includes 73 branches in Panakkukang Makassar. The sample size comprises 73 employees. Data collection was conducted using a questionnaire. Data analysis involved simple regression analysis using SPSS Version 25 in 2023. The results indicate that work stress has no positive and significant effect on performance; when work stress increases, employee performance decreases, and vice versa. Conversely, job satisfaction has a positive and significant impact on performance. When individuals experience higher job satisfaction, it leads to improved performance.

THE ROLE OF DIGITALIZATION IN THE AIRLINE INDUSTRY PERFORMANCE AMID COVID-19: EVIDENCE FROM EMIRATE AIRLINE BALANCED SCORECARD PERFORMANC

A number of studies in the digitalization-organizational performance literature have evaluated airline performance from the traditional performance theory; yet, fewer studies have evaluated the role of digitalization to optimize organizational bottom line performance. In view of the importance of digitalization-organization bottom line performance, this study empirically evaluates the role of digitalization in the airline performance before and during COVID-19 using the balanced scorecard performance model in the sample study, Emirate airline between 2015 and 2020. Importantly, multiple Pearson Product Moment correlation and descriptive statistics methods were used to estimate the relationship among the balanced scorecards performance. Also, the differential impact was used to show the differential impact and recovery period between before-COVID and during COVID-19 on the balanced scorecards performance. The empirical results showed that the role of digitalization practices is more effective in non-financial bottom lines than financial bottom line at both before and during COVID-19 in this study. Further, the study concluded that digitalization practices before COVID-19 enhances non-financial bottom lines than financial bottom lines whereas the role of digitalization practices during COVID-19 enhances neither financial nor non-financial bottom lines in Emirate airline. Therefore, this study recommends the need for Emirate airline management to further intensify and integrate digitalization practices across all the balanced scorecard bottom lines, especially the financial bottom lines such as revenue, operating cost and net debts to remain immune from current and future external shocks as well as become financial and non-financial sustainable.

Impact of Employee Engagement on Performance at A Pump Supplier

<em>The study aimed to investigate the impact of employee engagement on performance at a South African pump supplier. The research adopted a qualitative study and a non-probability purposeful sampling technique with a target population of ten employees at the company. It examined the factors that contributed to the development of employees’ engagement and the effect of engagement on employee performance. The research instrument used interview and was analyzed qualitatively. Key findings revealed that the employees at the company are disengaged due to ineffective leadership, poor communication between management and employees, lack of a recognition system, inadequate employee participation in decision-making, and an absence of a strategic and coordinated approach to the employees’ well-being. Recommendations were that the organization should allow its workforce to provide input in the decision-making of the organization, improve effective and transparent internal communication, employee development and empowerment, and an effective recognition system. Leaders should support the effective utilization of employee skills and capabilities. The study showed that there is a relationship between employee engagement and performance due to the lack of employee engagement that lowered employee capability and affected the organization's bottom line. Designing and implementing an effective employee engagement strategy is, therefore, desirable to the employee and organizational performance.</em>

Glass Ceiling: Break the Invisible Barrier

The paper attempts to explain the concept of glass ceiling which is applied to women and minorities at the work place. Many talented people struggle hard to move higher in the ladder and break through the glass ceiling. It presents a conceptual view of it, along with the review of related literature. It also discusses how to break through the glass ceiling. Breaking the glass ceiling is a matter of great concern for all as it is related to the economic priority of the nation, thus cannot be ignored. There are no guaranteed strategies that will help an individual break through the glass ceiling. If women want to break through the glass ceiling, they have to think over and then make a move. Woman also need to work hard while passing through the process of becoming a leader, they should be aware of invisible barrier and should be ready to seize the opportunity for moving up. There is a growing awareness in the last few years regarding the value of women at the workplace, their impact on organizational bottom line, and the contribution made by them to the economy at large.

Impact of culture, behavior and gender on green purchase intention

Green purchase can have an impact on organization bottom line. It also helps to build a positive public image, brand, and goodwill in the marketplace. The purchasing intention for the green products varies across culture, gender and individual behavior of a person.This paper examines the impact of individual behavior on green purchase intention by applying constructs from Theory of Planned Behavior (TPB). A conceptual model is developed in this research by linking cultural values from Hofstede dimensions and value orientation model by Kluchhohn and Strodtbeck (1961) to determinants of green purchase intention. The paper also examines the role played by gender on purchase intention through culture and behavior. Collectivism and Long-term orientation (LTO) dimensions are included from Hofstede and Man-nature orientation is included from Kluchhohn and Strodtbeck (1961) model.The findings of the study suggest that collectivism is significantly related to all three predictors (attitude, subjective norms and Internal PBC) of green purchase intention in TPB whereas LTO is insignificantly related to attitude towards green products while examining the direct effects. Green purchase intention is also significantly related to Man-nature orientation.The research shows the path to translate cultural values, norms, and beliefs of an individual into purchase intention. Therefore, the research provides an insight to practitioners and policy-makers on how to increase intention towards green products.The study concludes that the awareness level regarding green products among individuals in India is still a matter of concern and therefore, practitioners and policymakers need to take efforts to make them knowledgeable about the same.

Logistics Outsourcing: Why Do Not Some Italian SMEs Adopt the Externalization?

Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy.This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 28 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.

Carbon Credit and its Relevance in the Present Scenario: A Study from the Indian Perspective

There is an emerging global consensus that fighting climate change is a major challenge of the 21st century. Changes in the global environment are increasingly challenging businesses around the world. Companies are now expected to integrate environmental concerns into their strategic management. The emergence and popularization of the international climate change debate has created an increasingly relevant focus upon the potential of low carbon opportunities within the corporate sector. Presently, there is a need for awareness of carbon trading since it is a key policy instrument for low carbon business growth. The importance of carbon credit trading is significant in an emerging economy like India. Accordingly, the study analyzed the relevance of carbon credit trading in India as well as the opportunities to reduce carbon footprints, which can even help to improve the bottom line of organizations.

Measuring the Business Impact of Employee Learning: A View From the Professional Services Sector

Although the HRD literature is fairly consistent in affirming the recognition that employee learning is critical to organizational performance, there has been little agreement about how best to demonstrate the contribution of employee learning to the organization's bottom line, with approaches varying from industry to industry and from organization to organization. Focusing on the professional services sector, an industry sector that has garnered little attention in terms of HRD measurement research, this paper draws on the analytical techniques from Grounded Theory to explore how 15 professional service firm (PSF) decision‐makers who are responsible for their firm's learning and development strategy measure the business impact of professional employee learning. The outcome of this study is a preliminary theory, grounded in the interview data, that explains what learning opportunities are offered to professional employees and why, how the business impact of professional employee learning is measured, and how PSF decision‐makers use those business outcome measures to make decisions. The unifying theme emerging from the study is Win Rate, a composite of multiple quantitative measures that include direct as well as indirect contributors to the firm's bottom line. Implications of our findings for HRD research and practice are also addressed.

Lean Six Sigma tools in the hiring process

Purpose – The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results. Design/methodology/approach – This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process. Findings – Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management. Originality/value – Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.

Extra- and intra-organizational drivers of workplace deviance

Workplace deviance is an employee behavior with detrimental effects on the organizational bottom line, which makes it of great interest for services management research. The author develops and estimates a model for understanding the relationship between extra- and intra-organizational antecedents and job satisfaction, which relates to workplace deviance. The model is tested using a sample of more than 270 occupationally diverse service employees. Results show that perceived customer unfriendliness, role ambiguity and service climate predict job satisfaction, which negatively affects workplace deviance. These results suggest implications for service management research and practice.

Nursing Burnout Interventions

Many studies have documented high prevalence of burnout and compassion fatigue in oncology nurses. Burnout has detrimental effects on nurses, patients, and healthcare organizations. However, burnout interventions have been shown to improve the physical and mental health of nurses, patient satisfaction, and the organizational bottom line by reducing associated costs of burnout. Although treatment centers may prevent and correct burnout in oncology nurses by providing various interventions, few articles focus on those interventions. This article compiles and describes interventions that will serve as a reference to nurses and healthcare organization leaders interested in implementing similar programs.

Did reverse logistics practices hit the triple bottom line of Chinese manufacturers?

Reverse logistics (RL) practices represent an important and emerging trend in China's manufacturing practices. An increasing number of Chinese manufacturers have integrated RL practices in their operations to develop sustainable competitive advantage. There are six broad aspects of practicing RL which include waste management, recycling, reuse, reprocessing, materials recovery, and design for RL. The literature remains unclear, in particular Chinese manufacturing context, as to how these RL practices are related to organizational bottom line with respect to operational, financial, and social performance outcomes. Using survey data collected from Chinese export-oriented manufacturers, we applied seemingly unrelated regressions to determine if these six RL practices contribute to these three performance parameters simultaneously. The theory of production frontier is used to characterize the RL practices adoption and the performance implications. Our results indicate that the adoption of RL practices by Chinese manufacturers generates substantial environmental and financial gains, but not social benefits. This study extends the frontier of managerial knowledge for Chinese manufacturers by highlighting the emerging trends in RL practices and providing evidence on the business value of adopting RL practices.

Sustainable Law Practice: Lead, Earn Respect, and Increase Your Organization's Bottom Line

Did the title pique your curiosity? If so, you are the type of leader who needs to read this article. You need to read it because you already intuitively understand why sustainability, and therefore, sustainable law practice, is important for our environment and makes business sense — or you have the desire to understand it. Many of us understand the theoretical concept that sustainability is a “good thing,” but don’t know how or where to find resources to put it into practice. Just as the title implies, this article provides basic information and access to resources that demonstrate how organizations in the legal world (firms, government, law schools, bar associations, and others) can — and in many cases, are — leading the way by incorporating sustainability into their practices and cultures. This includes simple tasks done at the individual level, such as turning off lights when you leave your office, up to organizational level programs or policies designed to minimize electricity and paper use. By showing this kind of leadership, your organization will earn the respect of the community, clients and peers, and improve your organization’s financial well-being.

Beyond the Business Case: An Ethical Perspective of Diversity Training

AbstractExtant literature on diversity training programs continues to yield little evidence of their overall effectiveness. Whereas the most common approach to diversity training entails justifying the value of diversity on the basis of its contribution to the organization's bottom line, we argue that approaching diversity training from an ethical perspective may bolster the effectiveness of traditional approaches. Specifically, to the degree that traditional bottom‐line justifications are enhanced with social justice arguments, training effectiveness will increase. In the following article, we discuss traditional approaches to diversity training, provide a general overview of ethics, discuss how theory and research from behavioral ethics literature might help to address some of the challenges faced in diversity training, and draw from ethics literature to make specific, novel suggestions about the implementation and presentation of diversity training.

Reconsidering Consultants' Strategic Use of the Business Case for Diversity

The business case for diversity—the practice of connecting human differences to an organization's bottom line—has been critiqued for its compromised treatment of human difference. Through a grounded in action discursive analysis of 19 interviews with diversity consultants, this research identifies three occupational demands that prompted consultants to use the business case: organizational access, motivation, and emotion work. The analysis also identifies strategies consultants used that met these demands without relying on the business case: connecting to mission statements, connecting to individual tasks, appealing to personal experience, sequencing, combining, balancing discourses of emotion and business, drawing on spiritual grounding, and using humor. By identifying these alternatives, this analysis seeks to decrease consultants' dependence on the business case when meeting occupational demands and consequently mitigate the negative effects that scholars have attributed to its common use and consequent discursive dominance in diversity work. Additionally, the conclusions suggest that diversity professionals and scholars might more explicitly use the notion of “discursive merger” to advocate for social change in organizations.