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1 – 10 of over 7000The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM…
Abstract
Purpose
The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.
Design/methodology/approach
Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.
Findings
The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.
Research limitations/implications
The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.
Practical implications
The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.
Originality/value
By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.
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Hod Anyigba and Robert Kofi Lartey
The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the…
Abstract
Purpose
The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC).
Design/methodology/approach
Using a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software.
Findings
The findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge.
Originality/value
By investigating the influence of KAC, which represents a company’s ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana.
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R.G. Priyaadarshini and Lalatendu Kesari Jena
The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that…
Abstract
Purpose
The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.
Design/methodology/approach
The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.
Findings
The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.
Practical implications
This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.
Originality/value
This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.
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M. Muzamil Naqshbandi, Thuraya Farhana Said and Adilah Hisa
This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the…
Abstract
Purpose
This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the intervening mechanism in the learning organizational culture-organizational effectiveness association.
Design/methodology/approach
The data were collected from middle and top managers using the survey approach from the manufacturing and services sectors in India. Structural equation modeling and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data.
Findings
We found that organizational effectiveness is positively affected by learning organizational culture and that employee work engagement mediates this relationship. Our findings provide an essential building block in the research of learning organizational culture, work engagement and organizational effectiveness.
Originality/value
This study establishes linkages among the variables of interest by examining the impact of a learning organizational culture and work engagement on organizational effectiveness. It augments the existing literature on organizational effectiveness by elucidating the role of a learning organizational culture and work engagement as critical enablers of organizational effectiveness. Additionally, the study furnishes empirical evidence demonstrating the mediating role of work engagement in the relationship between a learning organizational culture and organizational effectiveness.
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Thai Pham and Farkhondeh Hassandoust
Information security (InfoSec) policy violations are of great concern to all organisations worldwide, especially in the financial industry. Although the importance of InfoSec…
Abstract
Purpose
Information security (InfoSec) policy violations are of great concern to all organisations worldwide, especially in the financial industry. Although the importance of InfoSec policy has been highlighted for many decades, InfoSec breaches still occur due to a low level of employee compliance and a lack of engagement and competence in high-level management. However, previous studies have primarily investigated the behavioural aspects of InfoSec policy compliance at the individual level rather than the managerial factors involved in constructing InfoSec policy and developing its effectiveness. Thus, drawing on neo-institutional theory and a transformational leadership framework, this research investigated the influence of external mechanisms and transformational leadership on InfoSec policy effectiveness.
Design/methodology/approach
The research model was implemented using field survey data from professional managers in the financial sector.
Findings
The results reported that neo-institutional mechanisms and transformational leadership shape InfoSec policy effectiveness in an organisation.
Originality/value
This study broadens current InfoSec policy research from an individual level to a managerial perspective and enhances the existing literature on neo-institutional and transformational leadership in the context of InfoSec. It highlights the need to evaluate InfoSec policy based on external factors and to support transformational leadership styles that promote InfoSec policy enforcement and effectiveness.
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Hien Vo Van, Malik Abu Afifa and Isam Saleh
This study aims to investigate whether cloud-based accounting information system (AIS) usage contributes to AIS effectiveness, with firm size acting as a moderator. Furthermore…
Abstract
Purpose
This study aims to investigate whether cloud-based accounting information system (AIS) usage contributes to AIS effectiveness, with firm size acting as a moderator. Furthermore, the role of AIS effectiveness as a mediator in the relationship between cloud-based AIS usage and organizational performance (OP) is further evaluated. In this context, the study is a bridge to show that small and medium-sized enterprises (SMEs) try to apply cloud accounting to improve profitability, thereby funding more social-environmental activities on the path to sustainability.
Design/methodology/approach
The study conducted an online survey of chief accountants in Vietnam’s SMEs. Data from 193 responses were gathered and analyzed using partial least squares structural equation modeling.
Findings
The findings show that cloud-based AIS usage considerably contributes to AIS effectiveness and OP and that AIS effectiveness has a beneficial influence on OP. Furthermore, the study shows that firm size moderates the relationship between cloud-based AIS usage and AIS effectiveness. Further findings show that cloud-based AIS usage influences OP via AIS effectiveness.
Practical implications
The findings of this study expand the existing body of knowledge on cloud-based AIS usage and benefit managers when formulating their business information models. In practice, SMEs need to increase the use of cloud-based AIS to better manage AIS. Enhancing profitability through cloud accounting also determines the ability to finance sustainability activities in SMEs.
Social implications
One of the practical values of this study is the impact on Vietnam’s socioeconomic growth and sustainability. With cloud-based AIS, SMEs may enhance information and system quality, boost system usage frequency, gain satisfaction and increase performance. Furthermore, the comprehensiveness of AIS from cloud-based AIS usage is also a condition for SMEs to enhance accountability for social-environmental information in future sustainable reporting. These advantages improve the efficiency of strategic decision-making, hence increasing SMEs’ competitiveness and social-environmental performance. These benefits will work directly or indirectly toward fostering broader socioeconomic and environmental sustainability in developing economies.
Originality/value
To open a bright perspective of cloud-based AIS usage for AIS effectiveness as well as OP in SMEs toward sustainability in a developing economy, the authors conducted an exploratory study because this topic is quite new in these firms, especially in a developing economy such as Vietnam. These discoveries partly support SMEs to quickly achieve sustainable development goals in the future.
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Hammadallah Al-Husban and Robert M. Yawson
This study investigates the impact of organizational ambidexterity on employee performance within Jordanian clearance companies, focusing on the mediating role of organizational…
Abstract
Purpose
This study investigates the impact of organizational ambidexterity on employee performance within Jordanian clearance companies, focusing on the mediating role of organizational learning. This research aims to explore how the dimensions of exploration and exploitation influence performance outcomes, including effectiveness and growth.
Design/methodology/approach
Using analytical descriptive research, this study uses SMART-PLS 4 for hypothesis testing and mediation analysis. A meticulously developed questionnaire, grounded in scholarly literature and vetted by experts, was distributed to 230 employees across the Jordanian clearance industry, achieving a 91.3% response rate.
Findings
This study found that companies do better when they effectively explore and exploit, especially if they also focus on learning and adapting. This insight is particularly useful for those in the human resource development and management fields who aim to boost employee performance and, ultimately, the success of their organizations. The findings reveal a significant indirect effect of organizational ambidexterity on performance through organizational learning. Ambidexterity explained 55.6% of the variance in organizational learning, and subsequently, organizational learning accounted for 47.4% of performance variance. The total performance variance was 81.8%, indicating a strong relationship between the constructs.
Research limitations/implications
This study’s scope is limited to the Jordanian clearance industry, suggesting the need for further research across different contexts and industries. The reliance on self-reported data may introduce bias, warranting future use of mixed methods for a more comprehensive understanding.
Practical implications
The findings underscore the importance of fostering organizational learning as a mediator between ambidexterity and performance. Companies should invest in strategies that enhance both exploratory and exploitative activities, leveraging organizational learning to improve performance outcomes.
Social implications
By highlighting the role of organizational learning in mediating the relationship between ambidexterity and performance, this research suggests pathways for businesses to contribute to economic growth and employee development within the Jordanian context and potentially beyond.
Originality/value
This study contributes to the field by examining the underexplored context of the Jordanian customs clearance industry and using a robust methodological framework to assess the relationship between organizational ambidexterity, learning and performance. It provides empirical evidence supporting the significant impact of balanced competency configurations on performance outcomes.
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Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay Pereira
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing…
Abstract
Purpose
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.
Design/methodology/approach
The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.
Findings
The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.
Originality/value
This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.
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Hanung Eka Atmaja, Budi Hartono, Clarisa Alfa Lionora, Alex Johanes Simamora and Alkadri Kusalendra Siharis
This research objective is to (1) examine the effect of organizational factors on quality performance, (2) examine the effect of quality performance on competitive advantage and…
Abstract
Purpose
This research objective is to (1) examine the effect of organizational factors on quality performance, (2) examine the effect of quality performance on competitive advantage and (3) examine the mediating role of quality performance between organizational factors and competitive advantage.
Design/methodology/approach
The research sample includes 140 employees in the Windusari village-owned enterprise, in Magelang, Indonesia. Data are collected using 5-Likert scale questionnaires which follow Ferdousi et al. (2019). The dependent variable is a competitive advantage. The Independent variable is organizational factors which are top management support, employee empowerment, employee involvement, reward and recognition, training and customer focus. The mediating variable is quality performance. Data analysis uses path analysis provided by structural equation modeling.
Findings
Based on path analysis, organizational factors have a positive effect on quality performance, quality performance has a positive effect on competitive advantage and quality performance mediates the effect of organizational factors on competitive advantage. The results confirm the concept of quality management where continuous improvement of products and services can meet customer expectations and bring the organization to a better position in the industry to face other competitors.
Originality/value
This research extends the previous studies of the relationship between organizational factors and organizational outcomes by considering the effectiveness of the organizational process. This research also contributes to giving new evidence about the relationship between organizational factors, quality management and competitive advantage in the village-owned enterprise in Magelang, Indonesia. This research also contributes to updating the literature on the theory of quality management.
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Helen Mackenzie and Umit Bititci
Alternative theoretical perspectives on performance measurement and management (PMM) have been advanced in response to shortcomings observed with the dominant control…
Abstract
Purpose
Alternative theoretical perspectives on performance measurement and management (PMM) have been advanced in response to shortcomings observed with the dominant control systems-based paradigm. The purpose of this investigation is to ascertain whether one such perspective, rooted in social systems theory and practice theory, can accommodate these shortcomings and positively impact organisational effectiveness (OE) and performance.
Design/methodology/approach
Longitudinal critical realism-based case study research is employed in action research mode to investigate how adopting a social complexity perspective on PMM affected the behaviour and performance of a commercial organisation.
Findings
The case study observations suggest that by putting people and their behaviour and organisational practices at the centre of PMM, near-term organisational outcomes can be influenced favourably in complex and dynamic environments.
Practical implications
This investigation provides a tool for undertaking a social complexity interpretation of PMM.
Originality/value
This research supports the proposal that complexity theory provides an alternative paradigm for managing performance in organisations and describes the first practical application of a social complexity interpretation of PMM. It presents a model for use and further development by other researchers.
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