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Book part
Publication date: 8 July 2010

Christopher G. Worley and Edward E. Lawler

The increasing interest in economic, social, and ecological sustainability has important implications for the traditional views on organization effectiveness, organization

Abstract

The increasing interest in economic, social, and ecological sustainability has important implications for the traditional views on organization effectiveness, organization design, and organization development. Managers need to design organizations to achieve a “triple bottom line.” A review of the organization effectiveness literature suggests that no single model seems to provide the necessary guidance, and there is a clear need for creation, revision, and integration. Organization effectiveness criteria in the future require a clearer modeling of the multistakeholder demands so that organization designers can specify appropriate strategies, structures, systems, and processes as well as the changes necessary to develop them. We propose an integration called “responsible progress” and suggest that it represents an important new stream of organization development theory. The relationships between this new criterion of organization effectiveness and the design features necessary to pursue them must be tested.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-0-85724-191-7

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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.

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

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Article
Publication date: 21 January 2021

Wojciech Fedyk, Mariusz Sołtysik, Piotr Oleśniewicz, Jacek Borzyszkowski and Jeffrey Weinland

This study aims to investigate the human resources management of regional tourism organizations (RTOs) in Poland as a condition for organization effectiveness and presents…

Abstract

Purpose

This study aims to investigate the human resources management of regional tourism organizations (RTOs) in Poland as a condition for organization effectiveness and presents a model of RTO operation in destination management organizations for improved effectiveness.

Design/methodology/approach

The study was of qualitative nature because of the scope of the examined features and analyses of RTO effectiveness (here in relation to human resources). The research involved the following stages: desk research of secondary sources, pilot diagnostic survey and diagnostic survey proper, qualitative and statistical analyses. First, an analysis of secondary sources regarding conditions of RTO operation effectiveness took place. Next, a questionnaire was used to collect empirical data from 137 respondents from the same 13 group types, in equal numbers from each organization in the entire population of 16 RTOs.

Findings

The research identified 197 organizational effectiveness variables, in four feature groups: the effectiveness of statutory and economic objectives, stakeholders’ benefits from cooperating with RTOs and general characteristics of RTO operation effectiveness. The findings suggest that the characteristics of RTO employees influence organizational effectiveness, especially from the perspective of the organization’s stakeholders. There is a need for strong support for RTO employee structures as a measure to raise organization effectiveness.

Practical implications

Specific human resources practices are identified for the effectiveness of non-enterprise organizations (employee character and structure) that constitute an essential component of the management system at regional and national levels. New directions for RTO operations are also proposed.

Originality/value

The study fills a substantial and identified knowledge gap in assessing organization effectiveness level against the quality characteristics of RTO human resources. The analysis allowed the creation of a multidimensional and universal model of RTO effectiveness investigation, which facilitates comparative analysis of organizations despite their strong diversity. It can be implemented in assessing the effectiveness of other non-enterprise organizations in the context of tourism.

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International Journal of Contemporary Hospitality Management, vol. 33 no. 3
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 1 October 1999

Ken Grant and David W. Cravens

Examines the impact of manager and salesforce antecedents on sales organization effectiveness, using a sample of 146 Australian sales units. Indicates that sales manager…

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2494

Abstract

Examines the impact of manager and salesforce antecedents on sales organization effectiveness, using a sample of 146 Australian sales units. Indicates that sales manager monitoring, directing, evaluating and rewarding activities distinguish between high and low sales unit profitability and managers’ satisfaction with their units. Suggests that sales territory design displays significant differences between high and low sales/market share and unit satisfaction. Discovers that several salesperson characteristics and performance were significantly different between high and low customer satisfaction effectiveness and managers’ satisfaction with sales units. Highlights significant antecedent roles for sales manager and salesforce antecedents of sales organization effectiveness.

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European Journal of Marketing, vol. 33 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 4 March 2014

Paul Sparrow and Cary Cooper

As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of…

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5478

Abstract

Purpose

As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field.

Design/methodology/approach

The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives.

Findings

There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen.

Research limitations/implications

The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level.

Practical implications

The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking.

Originality/value

The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

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Journal of Organizational Effectiveness: People and Performance, vol. 1 no. 1
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 1 March 1997

Nigel F. Piercy, David W. Cravens and Neil A. Morgan

The significance of the search for sales organization effectiveness is underlined by the major costs represented by the field salesforce for many organizations, and it is…

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5310

Abstract

The significance of the search for sales organization effectiveness is underlined by the major costs represented by the field salesforce for many organizations, and it is heightened by the pressures of global competition and new challenges to develop long‐term customer relationships as the foundation for competitive and sustainable marketing strategies. A study of sales management in British companies adds to an emerging research stream by identifying certain characteristics of superior performance and effectiveness in the business‐to‐business sales organization. We find that conventional measures of salesforce size, call‐rates, costs and productivity reveal relatively little about the differences between more effective and less effective sales organizations and may be dangerously misleading. The hallmarks of effective sales organizations we found to be: balanced compensation strategy; successful salesperson characteristics, in terms of motivation, customer orientation, team orientation, and sales support orientation; high performance in the drivers of sales effectiveness, i.e. sales presentation, technical knowledge, but most particularly adaptiveness, teamwork, sales planning, and sales support; the use of behaviour‐based control approaches involving effective monitoring, directing, evaluating and rewarding activities by sales managers; and, sound organizational structures. The research findings contribute benchmarks to a powerful management agenda to be addressed by executives in pursuing sales organization effectiveness.

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Journal of Marketing Practice: Applied Marketing Science, vol. 3 no. 1
Type: Research Article
ISSN: 1355-2538

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Article
Publication date: 1 December 2002

Artur Baldauf and David W. Cravens

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of…

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4779

Abstract

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of salesperson capabilities, industrial/consumer products, and industry growth moderators on salesperson performance and sales organization effectiveness relationships. Empirical analyses are conducted using data from a sample of 174 field sales managers in Austrian sales organizations. The results of moderator regression analyses indicate that salesperson capabilities, product type, and industry growth are relevant moderators. The roles of the moderators vary across the relationships analyzed. Several management and research implications are examined.

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European Journal of Marketing, vol. 36 no. 11/12
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 March 2008

Yaw M. Mensah, Kevin C. K. Lam and Robert H. Werner

We present, in this study, a method for comparing the relative effectiveness of different non-profit institutions with similar objectives. In addition, we show how this…

Abstract

We present, in this study, a method for comparing the relative effectiveness of different non-profit institutions with similar objectives. In addition, we show how this measure of relative effectiveness is related theoretically to their relative efficiency. Relative effectiveness is shown to be a product of the efficacy with which potentially utilizable resources can be converted into usable inputs, and the efficiency with which the inputs are converted to outputs or outcomes. Finally, drawing on developments in data envelopment analysis, we illustrate the new methodology using data from 109 institutions of higher education.

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Journal of Public Budgeting, Accounting & Financial Management, vol. 20 no. 3
Type: Research Article
ISSN: 1096-3367

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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…

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5311

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

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Article
Publication date: 1 June 1999

Farhad Analoui

Despite the considerable attention given to managers and their effectiveness in the last few decades, a great deal of confusion and concern still surrounds the subject…

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1739

Abstract

Despite the considerable attention given to managers and their effectiveness in the last few decades, a great deal of confusion and concern still surrounds the subject. Recently, attention has been drawn to the importance of the role of the public sector to the realisation of the growth and development of the developing world. This paper is based on the findings of a research project which was funded by ESCOR, The Department of International Development, and was carried out in the Ministry of Environment and Science and Technology in Ghana. The study aimed to identify the causal and behavioural influences which determine the managerial effectiveness of senior managers in the public sector. The results point to the presence of factors which constitute “parameters” of effectiveness at work. It concludes that a better understanding of the subject requires attention to the senior managers’ “choice” and “meaningful actions”, within an open system context.

Details

Journal of Management Development, vol. 18 no. 4
Type: Research Article
ISSN: 0262-1711

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1 – 10 of over 100000