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The purpose of this paper is to develop a framework for predicting three facets of employee performance (quality, innovation and efficiency) based on the evaluation of individual (self and occupational), group (collective) and organizational (means) efficacies.

A sample of 109 managers employed mainly in high-tech industries evaluated their employees’ quality, innovation and efficiency performance. The employees’ efficacies were also evaluated on three organizational levels.

Evaluation of employees’ self-efficacy accounted for most of the explained variance for all performance facets. Evaluation of group efficacy added incremental explained variance to the general performance as well as to the innovation performance and efficiency performance. Evaluation of means efficacy (provided to employees) added incremental explained variance to the general performance as well as to the innovation performance and the efficiency of performance. Male managers differed from female managers in their predictions of employees’ performance.

This is the first study to examine the concurrent effects of four types of efficacies, based on three organizational levels, in predicting performance. It also examines three facets of performance instead of only a general performance measure. It presents a model of the relative importance of these efficacies in predicting facets of performance.

Purpose – This study examines how managerial ability relates to employee productivity using a broad and generalized sample of US firms.

Methodology – This study employs a generalized sample of firm-years from all industries between 1980 and 2013.

Findings – By contending that managers differ in their ability to synchronize management processes and human capital in ways that enhance employee productivity, the authors provide evidence showing that more-able managers are associated with higher employee productivity. In addition, the authors find that high-ability managers moderate the negative relation between uncertain environments (high-technology firms) and employee productivity. Furthermore, the authors decompose employee productivity into employee efficiency components and employee cost components. The authors find a significant positive association between managerial ability and the employee efficiency component, but do not see a significant association between managerial ability and the employee cost component.

Value – The results contribute to the understanding of employee productivity by showing the relation between managerial ability and employee productivity.

This paper aims to establish a service efficiency-oriented framework for training design and evaluation as a pivotal service procedure in the workplace to fill the gap between training and organizational performance in a service context.

A semi-structured interview was first employed to confirm the primary indicator for training programs and criteria design as the pivotal factor for operational efficiency. An observation experiment was subsequently conducted to reveal that the training program can be redesigned according to the concrete operation effects and influencing factors for operational efficiency in the workplace.

The proposed service efficiency-oriented training model is suggested to underline and guide the activities for training requirements, training methods, training criteria and training evaluation for the service sector. Training auditing, analyzing and redesigning based on service efficiency could help to integrate service efficiency so that service organizations can readjust their specific training needs and concise the training program in the human resource management practice.

This study only conducted an on-site observational experiment on one of the casinos in Macau. An observational method assessed the conceptual model in the context of table game operations. More quantitative approaches like AI-assisted systems may be employed in the future. The representativeness of the sample is somewhat limited. In addition, the service efficiency-oriented training concept model is an open system that any organization could extend by incorporating more elements in each part that can be developed to meet their human resource management needs. Finally, other service-oriented organizations like airlines and banks can learn from the theoretical model proposed in this article. It is suggested that non-profit organizations would be a better research area.

The finding can provide organizations and practitioners with insights and tools on how to provide and evaluate service efficiency and assess employee performance.

The proposed service efficiency-oriented training model provides a theoretical foundation for training and organizational performance for service organizations.

This study is the first to develop a service efficiency-oriented training framework with training needs, methods, criteria and evaluation. A service industry sample was used to verify the framework in the context of casino game pace and dealer training for table games. Suggestions for a combination of management are provided for casino operators to redesign and evaluate the dealer training program for service improvement.

The purpose of this paper is to investigate publicly traded restaurant companies and food & beverage companies from 2014 to 2019 in Taiwan to explore their human capital efficiency.

According to the theoretical framework of human capital in micro and macro perspectives, the empirical model is built with two stages; the first stage is to examine the perspective of micro-level human capital theory through determining whether knowledge ability and working experience (proxies for micro-level human capital) can efficiently convert to employee-level output such as salary. The second stage is to test macro-level human capital theory through checking whether company inputs such as salary expenses and benefits expenditures can be efficiently transferred into enterprise annual revenues.

The results of this research reveal that the average efficiency score of stage 1 is 73.6% while that of stage 2 is 75.1%; this indicates that micro-level human capital has more room to improve than macro-level human capital. Meanwhile, the findings also demonstrate that there is negative relationship between efficiency score from stage 1 and turnover rate; this implies that companies with higher micro-human capital have lower turnover rates. Furthermore, there is significantly positive relationship between a company's efficiency score from stage 2 and its return on equity (ROE).

This study contributes to both academia and industry. From a theoretical perspective, the theory of strategic human resources management is applied through the methodology of production theory to examine human capital management efficiency in the restaurant and food and beverage industry. From a practical perspective, this study identifies the factors that assist the restaurant or food and beverage industry retain employees and gain a solid workforce, because manpower is the core resource for an industry and a country to grow sustainably.

This study aims to disclose how the nature of corporate ownership, stock efficiency and wage level affect the optimal proportion of employee stock.

This paper studies three duopoly markets: two private enterprises, two state-owned enterprises (SOEs) and a private enterprise and an SOE. The competitions between the two parties are taken as a two-stage dynamic sequential game and studied through back-induction.

The results reveal that the enterprise ownership has a directly bearing on the optimal proportion of employee stock and determines whether to implement the employee stock ownership plan (ESOP) and the specific level of the plan. The optimal proportion of employee stock is positively correlated with its contribution to enterprise efficiency. There are many influencing factors on the effect of wage level on the optimal proportion of employee stock, namely, the ownership nature of ESOP implementer and efficiency difference of different nature stocks.

The results of this study provide policy recommendations for companies preparing to implement ESOP.

The research findings provide policy implications for enterprises to prepare a suitable ESOP and the reform of national equities, especially the mixed-ownership reform in China.

The purpose of this paper is to introduce two important principles of efficiency, one on the management of a business entity and the other on the structure of employees’ efforts and devotion toward realizing the mission of their organization.

All discussion and reasoning are established on some of the traditional methods of microeconomics and on the basis of the systemic yoyo model. Here, the yoyo model plays the role of intuition, while the traditional methods are utilized to present the exact details underneath the systemic thinking.

What is discovered include how management efficiency can be achieved by being flexible in terms of allowing individual employees to have conflicting personal values and how organizational inefficiency always exists no matter how the business entity is set up.

The established results are applicable in all business scenarios without foreseeable limitations.

By understanding these results, business managers could simply devote more of their time and effort on being flexible in terms of management styles and focusing on the “big” picture of the corporation instead of dwelling on how to improve employees’ efficiencies.

This paper establishes two very important, very useful results for managers. These results are expected to enrich the managerial understanding on what can be improved and what cannot.

The purpose of this paper is to examine the impact of business volatility on employee performance.

The authors use regression analysis to examine the authors’ research question.

The results suggest that business volatility has a significant and positive impact on employee performance. Furthermore, the authors find that the relationship between business volatility and employee performance is stronger for larger firms and firms with higher labor intensity.

The study links and contributes to two streams of literature: employee/labor cost management from the accounting literature and business volatility from the management literature. Whether business volatility affects employee performance remains an interesting question that has not been definitively answered empirically. To the best of the authors’ knowledge, this is the first empirical study that directly examines the relationship between business volatility and employee performance at the firm level.

The purpose of this study is to explore green supply chain management (GSCM) practices and their relationship with organizational performance. More specifically, this research explores the effect of GSCM efforts and other organizational factors on firm performance of small and medium enterprises (SMEs) that serve as suppliers to large customer firms in the electronics industry.

This study developed a research model relating GSCM practice and business performance through three organizational variables (employee satisfaction, operational efficiency, and relational efficiency) as moderators. Statistical analyses were based on the data collected, through survey questionnaires, from 223 SMEs in the electronics industry in Korea. Reliability, validity, and goodness‐of‐fit of the research model were tested by the widely accepted statistical tools. To test the hypotheses relating GSCM practice implementation and business performance, structural equation modeling was used.

The most anticipated finding of the study was a direct link between GSCM practice implementation and business performance. However, no statistical significance was found. Instead, significant indirect relationships were found between GSCM practice implementation and business performance through mediating variables of operational efficiency and relational efficiency. This result indicates that business performance will be improved when GSCM enhances operational efficiency and operational efficiency.

Research on GSCM is still at the early stage. Further refinement of the questionnaire is needed. Generalizability of the findings is also limited because of data collected from electronics firms in Korean. This study shed several important insights. The findings of this study are generally consistent with prior studies in other parts of the world. SMEs in the Korean electronics industry believe that GSCM practices help generate new opportunities to attract clients in addition to complying with the buyer firms' demand. It was also found that implementation of GSCM practices help improve operational and relational efficiencies of supplier firms.

Few empirical studies have been done in GSCM based on the conceptual footing of resource dependence theory. Also, this study was conducted from the supplier's perspective in examining the weaknesses of SME suppliers. Thus, the authors emphasize the importance of support from large buying firms for improving SME suppliers' green management capabilities.

This study aims to examine performance assessment of organizational units through psychological empowerment (PE) and employee engagement (EE) approach and whether this relationship differs among efficient and inefficient organization units.

This study drew on merging the principal component analysis (PCA), data envelopment analysis (DEA) and partial least square-multigroup analysis (PLS-MGA) to benchmark the performance of organizational units affiliated with Zagazig University in Egypt using PE dimensions as inputs and EE as output. Besides investigating whether PE inputs have the same effect among efficient and inefficient units.

Performance assessment based on independent data showed that all the investigated organizational units are not at the same efficiency level. The results revealed that there are eight efficient units versus seven inefficient ones. Moreover, PLS-MGA results demonstrated that no significant differences concerning the impact of PE inputs on EE between efficient and inefficient units groups. Nevertheless, the effect of these inputs was slightly higher in the former.

Studies on EE performance in the service sector are scarce in the literature, this study is a novel contribution of exploring EE efficiency in Egypt as a developing economy. Specifically, using the PCA-DEA-structural equation modeling approach.

The purpose of this paper is to introduce a relatively new theoretical perspective – the Cube One framework – which along with the Cube One Input-Output model provide a conceptual explanation of overall hospital performance. Further, this framework provides information pertinent to organizational improvement.

Multiple sources of data, including the US Department of Health and Human Services’ Centers for Medicare & Medicaid Services (CMS) patient satisfaction ratings, the “US News & World Report’s Best Hospitals” (disaggregated) ratings, the American Hospital Directory efficiency metrics, and Glassdoor employee satisfaction ratings, were used to test five hypotheses.

Three sets of capabilities: patient-, employee-, and efficiency-related were positively associated with hospital performance. The model explained 38 percent of the variance in hospital performance.

By adopting a multi-disciplinary, three-dimensional approach, the framework allows hospital leadership to diagnose areas for improving overall performance.

Hospitals have divergent stakeholders such as patients, patient’s families, employees, government agencies, insurance companies, administrators, boards of directors, and the community. Management capabilities regarding patients, employees, and the organization itself are crucial to the success of hospitals and all who depend on them.

By utilizing a three-dimensional approach, the Cube One framework views performance from multiple perspectives.