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Article
Publication date: 19 May 2022

Anusuya Yadav, Deepika Pandita and Seema Singh

This paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have…

Abstract

Purpose

This paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have a throwback on employee engagement has been presented with shreds of evidence of previous studies carried out in the timeline of 2005–2021 in India. The purpose is to bring forward comprehensive studies together, which are available on piecemeal form in the fragmentary form, to draw a firm conclusion about work-life integration policies and their parallelism with job engagement and organizational effectiveness. Furthermore, this study intends to develop a theoretical framework using Dubin’s methodology on organizational effectiveness in relation to work-life integration, job contentment and employee engagement.

Design/methodology/approach

This study is based on systematic literature review of papers reviewed from across databases of Scopus, Emerald, EBSCO and Google Scholar. The keywords used for the search were WLB, work-life integration, job satisfaction, job contentment and organizational effectiveness and also a combination of these words was used to pull down the relevant papers. A systematic literature review was undertaken on the topics of work-life integration, employee engagement and organizational effectiveness. These articles were then read and scanned with the overview on abstract and further these articles were selected on the basis of relevance to the current study. Those articles which showed interconnectedness between the identified variables of organizational effectiveness in relation to work-life integration, job contentment and employee engagement as antecedents were reviewed and a theoretical framework model is put forth using first part of Dubin’s methodology (1978) for theory building. The posited Model named A4 on organizational effectiveness using deductive approach is built on constructs, interaction, logic and propositions (Whetten, 1989).The theory will be functional in nature. With the given wealth of evidence, the injecting effect of work-life integration on employee engagement and pouring impact on organizational effectiveness becomes more transparent and clear. The authors have proposed a model for better organizational effectiveness through work-life integration policies.

Findings

One of the essential ingredients for better employee engagement is work-life integration policies, and organizational effectiveness becomes the by-product of the same. Innovative and friendly WLB policies assist employees to be more productive, dedicated and committed, resulting in better employee engagement which in the long run benefits the company in terms of effectiveness. WLB policies help to flatter down the burgeoning impact of complex work life on employee productivity and engagement. This paper concludes on the healing effects of WLB policies on employee engagement and organizational effectiveness and also proposes a model at the end. The posited model presents the antecedents for achieving organizational effectiveness.

Research limitations/implications

Because the study is conceptual in nature with the proposed model, more empirical-based studies by experts with relevant stakeholders will add more rationalization to the current study.

Originality/value

Organizational effectiveness is the key to survival in today’s complex and competitive world. The authors investigated how organizational effectiveness can be achieved with WLB policies, which can have a linear impact on employee engagement, and ultimately organizations can bear the flowerings of positive output. This linkage and coupling between WLB policies, job contentment, employee engagement and organizational effectiveness deserve attention which the authors have attempted to explore. The outcome and results of the study will contribute to the existing literature in a more meaningful manner and will assist human resource development and policymakers to achieve organizational goals with driving employees. Managers will gain insight into the identified theoretical framework model for its implementation in organization. Future researchers with empirical studies can test the proposed theory to determine its success at organizational level.

Details

Industrial and Commercial Training, vol. 54 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Book part
Publication date: 4 September 2003

Oliver Koll

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective…

Abstract

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

Details

Evaluating Marketing Actions and Outcomes
Type: Book
ISBN: 978-0-76231-046-3

Article
Publication date: 14 March 2022

Jaeseong Jang and Jisu Jeong

The purpose and approaches of this article differ from those of prior research in several ways. First, while existing leadership meta-analytic research has focused on the…

Abstract

Purpose

The purpose and approaches of this article differ from those of prior research in several ways. First, while existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. Second, while most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. In particular, this study is necessary because leadership meta-analysis studies of police organizations are rare. Third, this study can contribute to the accumulation of leadership knowledge in the context of contingency theory. According to contingency theory, no form of leadership is effective in all situations. Both the environment and organizational factors of leadership have a significant impact on the effectiveness of leadership. In this regard, it is very meaningful to meta-analyze the studies on leadership and organizational effectiveness of the Korean police and interpret the results in conjunction with the Korean national context and the characteristics of the police.

Design/methodology/approach

In this study, the authors conduct a meta-analysis of the studies on the leadership and organizational effectiveness of the South Korean police. To select the literature for the meta-analysis, the authors used the Preferred Items for Systematic Views and Meta-analysis procedure. First, 254 papers were searched, of which 133 were published in academic journals and 121 were dissertations. Second, 84 studies were selected, excluding 135 double-discovered studies, 30 studies unrelated to police leadership and 5 undisclosed studies. Finally, the authors checked the abstract and content of the literature. The authors evaluated the quality of the 36 studies that were selected through the above process. The authors estimate the sample size–weighted mean correlation by reflecting the sample size of each study in the converted Fisher's z-value. The final result is presented by reverting to the correlation coefficient for convenience of interpretation. Through this meta-analytic process, the authors estimated the mean effect size of whole leadership on the organizational effectiveness of the Korean police by integrating the effect size of each study.

Findings

The findings of this study have the following theoretical and practical implications. First, the results of this study indicate that the above trends in international leadership research have been applied to the Korean police as well and that the above trends in international leadership research have been applied equally to research into the South Korean police. The authors argue that more servant leadership studies are needed on the South Korean police. Second, the results of this study demonstrate that leadership is strongly correlated with organizational effectiveness among the South Korean police as well. Leadership is also found to be significantly positively related to attitude, behavior and satisfaction among the South Korean police. These results suggest that the leadership of police managers is very important for effective organizational management and improved police performance. Third, the results indicate significant differences in the effect sizes of each type of leadership. The largest effect size is the empowering leadership (EML), almost double the smallest effect size, authentic leadership. The results of the current study also indicate that transactional leadership (TSL) has a strong correlation with organizational effectiveness. Advanced research shows a significantly smaller effect than the magnitude of the effect size in this study. The authors examine the powerful effect of EML among the South Korean police from the perspective of organizational culture and the characteristics of the South Korean police. Influenced by social culture, the South Korean police also have hierarchical characteristics and a rigid organizational culture. In addition, although the police have strong discretion due to the nature of policing, individual police officers often have to take responsibility for the consequences of police discretion.

Research limitations/implications

The most significant limitation of the current study is the lack of research using meta-analysis. The meta-analysis of the study was conducted on the police leadership and organizational effectiveness of one country, Korea. This is both a strong and weak point of the study. The lack of effect size on other leadership styles except transformational leadership and TSL can make it difficult to generalize the study results. There are only four samples of effect size, so careful interpretation is needed. This is also the inherent limitation of meta-analysis. After sufficient research is accumulated, it is necessary to re-estimate the effect size in future studies. In this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.

Practical implications

In this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.

Social implications

The authors’ empirical evidence once again supports the claim of leadership contingency theory that leadership is the result of the interaction of factors such as followers, leaders and organizational environments. It is difficult to conclude that the most effective leadership style among the South Korean police is EML. However, the authors’ findings can raise reasonable questions about generalized leadership effects and serve as evidence that the effects of leadership can vary across national and organizational contexts. Nevertheless, the authors can ask reasonable questions about the existence of generalized leadership effects. Furthermore, the authors’ findings can serve as evidence that the effectiveness of leadership can vary depending on cultural and organizational contexts.

Originality/value

Numerous studies have been conducted on leadership and organizational effectiveness. However, meta-analysis studies on the relationship between leadership and organizational effectiveness focusing on certain national police forces have been limited. In this regard, the current study conducted a meta-analysis on the correlation between leadership and organizational effectiveness for South Korean police. While existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. While most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. Previous research studies on the leadership of the Korean police have not properly considered national and cultural contexts. Most of them have the same limitations, that is, they applied each leadership theories that were developed in foreign countries (especially transformative leadership and transactional leadership) to the Korean police to explain whether each leadership type has a significant relationship with organizational effectiveness. The meta-analysis of this study can contribute to existing literature by overcoming this limitation. In addition, if the authors’ results match the cultural and historical characteristics of Korean police, they can provide evidence of the potential for effective police leadership in each country. The authors can also argue that meta-analysis of police leadership in other countries is necessary.

Details

Policing: An International Journal, vol. 45 no. 2
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 31 May 2021

Stephanie Douglas, Daisha Merritt, Robin Roberts and Daryl Watkins

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Abstract

Purpose

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Design/methodology/approach

Using a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.

Findings

The leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.

Research limitations/implications

The findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.

Practical implications

The findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.

Originality/value

A large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

Details

International Journal of Organizational Analysis, vol. 30 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 1 August 2002

Michita Champathes Rodsutti and Fredric William Swierczek

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand…

9120

Abstract

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand and representing 31 different nationalities participated in this study. International leader characteristics and organizational culture are found to determine an appropriate multicultural management style. Executive motivation is strongly influenced by this multicultural management style. Different dimensions of organizational effectiveness, including return on assets, most admired, job satisfaction and personal satisfaction are related to specific aspects of leader characteristics, organizational culture and multicultural management style.

Details

Leadership & Organization Development Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 July 2014

Bedanand Upadhaya, Rahat Munir and Yvette Blount

The purpose of this paper is to investigate the role of performance measurement systems in organisational effectiveness in the context of the financial services sector…

5645

Abstract

Purpose

The purpose of this paper is to investigate the role of performance measurement systems in organisational effectiveness in the context of the financial services sector within a developing country.

Design/methodology/approach

Using the mail survey method data were collected from 69 financial institutions operating in Nepal. Multivariate analysis, in particular multiple regression analysis was employed to test the hypotheses.

Findings

The results suggest that non-financial measures and feedback are tightly intertwined with organisational effectiveness. While institutions are focused on using the performance measures concerning internal business process perspective, less emphasis is placed on using customer and employee-related performance measures because they are considered less significant to organisational effectiveness. The findings also reveal that strategy-related feedback is considered more critical by management, as opposed to performance and staff. The study also provides evidence that 40.58 per cent of the financial institutions in Nepal had implemented the Balanced Scorecard, which is considered to be high when compared with other developing countries.

Practical implications

The findings provide managers with valuable insights pertaining to the role of non-financial performance measures and the importance of feedback in improving organisational effectiveness, which could assist them in (re) aligning their performance measurement practices.

Originality/value

The findings of this study contributes to the limited management accounting literature on performance measurement and the impact on organisational effectiveness by providing evidence from the financial services sector within the context of a developing country.

Details

International Journal of Operations & Production Management, vol. 34 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 31 May 2013

Azmawani Abd Rahman, Siew Imm Ng, Murali Sambasivan and Florence Wong

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred…

5590

Abstract

Purpose

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study aims to investigate whether efforts invested by Malaysian manufacturers in employee training and knowledge transfer affect organizational effectiveness.

Design/methodology/approach

This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, the knowledge management process in place to capture and apply the knowledge obtained through training, and the organizational effectiveness. A closed‐ended online survey was sent to 1,000 members of the Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization.

Findings

The study found the following: training employees to acquire individual/managerial skills and process skills helps in improving organizational effectiveness; knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness; and knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness.

Practical implications

Organizations are urged to devise training modules depending on the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge), and develop policies to retain these employees.

Originality/value

This paper addresses an important and not so well researched issue. It analyzes the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.

Details

European Journal of Training and Development, vol. 37 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 9 October 2007

Dimitra Papadimitriou

The purpose of this study is to empirically identify a coherent set of effectiveness measures, which attempts to accommodate the interests and expectations of the most…

3401

Abstract

Purpose

The purpose of this study is to empirically identify a coherent set of effectiveness measures, which attempts to accommodate the interests and expectations of the most influential constituent groups directly participating in the operation of the Greek national sports organizations.

Design/methodology/approach

The multiple constituency approach to effectiveness provides the theoretical basis for developing the multi‐dimensional measure of effectiveness. A survey design was employed to collect data from 423 respondents from the 20 largest Greek national sports organizations.

Findings

The analysis of the results revealed an interpretable set of effectiveness measures consisting of five dimensions, namely calibre of the board and external liaisons, interest in athletes, internal procedures, long‐term planning and sports science support. The results clearly illuminate the effectiveness‐related expectations of the five constituent groups of the particular context and appear consistent with relevant literature deriving from different sectors.

Originality/value

This study broadens both the meaning and the determinants of organizational effectiveness in an under‐researched organizational context, that of the non‐profit Greek national sports organizations. The findings reported extend understanding about how effectiveness can be conceptualized in the particular context based on the multiple‐constituency approach. Evidence is also provided that the particular set of measures has the potential to provide meaningful insights into the content of the interest groups' expectations, in the particular context.

Details

International Journal of Public Sector Management, vol. 20 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 8 July 2014

Billy Wadongo and Magdy Abdel-Kader

– The purpose of this paper is to develop a theoretical framework that explains how performance management (PM) affects the organisational effectiveness in the third sector.

9298

Abstract

Purpose

The purpose of this paper is to develop a theoretical framework that explains how performance management (PM) affects the organisational effectiveness in the third sector.

Design/methodology/approach

The authors adopt a two stage process in developing the theoretical framework; a systematic review of literature and theoretical developments of the framework. The underlying principles for developing the theoretical framework are mainly based on prior theoretical justification and empirical research in management accounting and international development fields.

Findings

Drawing upon contingency theory, the authors propose a theoretical framework explaining how the contingency variables affect PM and organisational effectiveness in the third sector. The authors discuss the justification for contingency theory as well as its weaknesses in the PM research. The authors also highlight how a modified Performance Management and Control Framework could be used to identify PM practices in the third sector. The organisational effectiveness can be measured using the four domains the authors suggest in this paper. Finally the authors put forward propositions that can be empirically tested in future studies.

Research limitations/implications

This conceptual paper opens an opportunity for future empirical research to cross-validate the model in a large survey through confirmatory factor analysis and structural equation modelling.

Practical implications

This paper helps researchers and practitioners to understand how modern PM tools integrate with third sector characteristics to optimise the effectiveness of individual organisations.

Originality/value

Integrating insights across disciplines, this paper strengthens cumulative knowledge on conceptualisation of PM and effectiveness within the third sector.

Details

International Journal of Productivity and Performance Management, vol. 63 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 July 2006

Göran Svensson and Greg Wood

The objective is to describe a selection of sustainability components of leadership effectiveness in organizational performance.

10194

Abstract

Purpose

The objective is to describe a selection of sustainability components of leadership effectiveness in organizational performance.

Design/methodology/approach

The paper is based on a conceptual discussion.

Findings

The paper contributes to descriptive models that address sustainability components of leadership effectiveness in organizational performance. The study highlights some common views that exist in the management literature and in prosperous management practice related to the direct impact of the relationship in organizational performance between leadership and effectiveness. In fact, it also highlights the critical or sceptical views of leadership effectiveness in organizational performance raised in the literature.

Research limitations/implications

The paper contends that the actual leadership effectiveness in organizational performance varies over time and across contexts. At times, the achievement in organizational performance is the outcome of prosperous and conscious leadership, while it at other times may be the outcome of poor and deficient leadership. The topic at hand is positioned and limited to the interface that may describe and explain the connection between these two views. Furthermore, it is limited to corporate decision making and business behaviour in relation to leadership effectiveness and organizational performance.

Practical implications

The leadership of an organization need not only to be successful today, but they also need to be successful tomorrow to stay in control and to flourish. Quality control and quality assurance are no longer enough for most organizations. They need to build an awareness of the sustainability components into processes of their management and business practices (i.e. internal and external ones) in order to be judged as successful in corporate decision‐making and business behaviour in organizational performance in the long term.

Originality/value

The principal contributions of the study are a model of timely leadership effectiveness, a model of contextual leadership effectiveness, and a typology of leadership effectiveness in corporate decision‐making and business behaviour. These contributions provide theoretical and managerial ideas and insights into the sustainability components of leadership effectiveness in organizational performance.

Details

Journal of Management Development, vol. 25 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 81000