Search results

In today’s business world, competition is no longer about resources accumulated, but the emphasis is now placed more on the actual accumulation and utilization of knowledge within the organization. Attention has shifted drastically from just acquiring wealth in the organization to an era where knowledge and learning within the organization becomes more critical and important to the organizational survival and continuous growth as put forward by this paper. This paper investigated the effect of organizational learning and effectiveness on operations, employee productivity and management performance. This paper aims to add to scholarly works and knowledge on organizational learning.

Random and stratified sampling techniques were used. Data collection was done with the use of a questionnaire and analyzed using confirmatory factor analysis and hierarchical multiple regression.

The result from the data analyzed shows that there is a positive relationship between organizational learning and effectiveness, operations, employees’ productivity and management performance suggesting that organization learning impact is encompassing because it affects and influences the effectiveness and efficiency of all the staff at every level within the organization.

Organizations should strive and do everything possible to ensure organizational learning because this study is in an era where knowledge and learning within the organization are more critical and important to organizational survival and continuous growth.

The study demonstrates that the only way to fast-track growth in every sphere of the organization is to ensure organizational learning as it influences the effectiveness and efficiency of all the staff at every level within the organization.

Collaboration is significant but difficult for the development of youth organizations, this research aims to explore whether the online collaboration process is suitable for youth organizations' collaboration and improve their effectiveness and efficiency.

This research has applied a design approach using the collaboration engineering method, to design an online collaboration process for youth organizations to improve their effectiveness and efficiency. Using a self-developed group support systems (GSS) tool, the authors have tested the new collaboration process through an experiment among four youth organizations and conducted a survey afterwards.

The new process improves the collaboration effectiveness and efficiency. The research also identifies the detailed relationships among influencing factors in the online collaboration process.

There is little research in the context of computer mediated youth organization collaboration. This research designs an online collaboration process for the effective and efficient collaboration of youth organizations and has it tested among representative youth organizations, providing practical instructions for digital youth organization collaboration in the context of global pandemic.

The purpose of this paper is to address the process of organizational governance of IT resources, called IT governance (ITG), especially its behavioral approach. The organizational citizenship behavior (OCB) concept was used to understand the relationship between the behavioral dimensions and the perception of ITG effectiveness. The objective of this research is to identify if individuals’ behavior contributes to a greater perception of ITG effectiveness in public organizations. This is an exploratory and descriptive research with a quantitative approach.

This was an exploratory and descriptive research with a quantitative approach. A survey with IT teams of public organizations in a Brazilian state was performed, and data were analyzed through partial least squares. A positive and significant relationship between the variables Spirit of Initiative (R²=0.2926) and Identification with the Organization (R²=0.1276), and the perception of ITG effectiveness was found.

Results showed that when OCB levels are higher, ITG is more easily perceived as effective. This occurs because the predisposition to adopt ITG mechanisms increases the changes in the governance process, which are understood as significant by the organization. In addition, it is important to consider the impact of change on individuals, due to ITG adoption. This reinforces that ITG is not just about the IT department, but also refers to its adoption and use throughout the organization as a key resource for the implementation of public policies and for following governmental strategies.

The predictive capacity of the proposed relationship model requires a larger number of confirmatory studies. Its application is suggested in other federative units or in private organizations.

OCB increases the predisposition to adopt ITG mechanisms, provided they understand that changes in the governance process are important to the organization. The change impact on individuals due to ITG adoption is also relevant, which shows that ITG is not only about the IT department, but also about IT adoption and its use throughout the organization.

The paper helps understanding the behavioral effects on the effectiveness of the GTI, since the simple adoption of GTI mechanisms does not guarantee that they are effective in achieving its objective of responding to governmental demands.

Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe. Hence, it was important to identify effective leadership styles to successfully manage the transformational process during the period. Therefore, the current study aims to explore and compare the effectiveness of transformational and ethical leadership (EL) in terms of achieving organizational goals during COVID-19 in public and private sector organizations in Pakistan.

Comparative research was carried out to find out the effectiveness of transformational and EL during and pre-COVID-19 in public and private sector organizations using the lens of social exchange theory. Data was collected from 214 respondents representing 67.6% of public and 32.4% of private sector organizations of Pakistan at two different points in time. Detailed comparative analyses were conducted in AMOS version 24 to assess the effectiveness of leadership styles before and during COVID-19 times.

On the whole, transformational leadership (TL) was found to have a greater impact on organizational effectiveness (OE) in comparison with EL in both pre-and during COVID-19 situations. Moreover, the effectiveness of TL significantly increased and the same decreased for EL during COVID-19. Additional analyses indicated that TL was effective for the private sector and EL for public sector organizations during COVID-19.

The study has not considered the mediating mechanisms of employee motivation, engagement and performance in the relationship between transformational and EL styles and OE, which can be explored in the future.

These results have important implications for private and public sector organizations and suggest that the adoption of a TL style will generate better results in the private sector and an EL style in public sector organizations to achieve OE in uncertain situations such as COVID-19.

The study shows that leadership with more care and concern for humanity tends to perform better in terms of generating results for OE. Therefore, both transformational and EL are based on individualized consideration for employees and are effective during COVID-19 in private and public sector organizations in Pakistan.

The study has carried out the comparative analyses in three different ways, including leadership styles (transformational and ethical), type of organization (private and public) and time frames (pre and during COVID-19), which is a true contribution of the research in the Pakistani context.

This study proposes a model of the effect of financial and non-financial performance measures on nonprofit organizations’ (NPOs’) effectiveness where internal stakeholders' trust play an intervening role in the aforementioned relationships.

Data were collected from 218 employees working at the largest Palestinian NPOs. The perceptions of these employees were used to measure the variables, and structural equation modeling was used to examine the hypotheses.

Results suggest that the use of financial and non-financial performance measures was positively related to NPOs' effectiveness. Internal stakeholders' trust showed a significant mediating effect between the use of performance measures and NPOs' effectiveness.

This study may be of value for NPOs' managers due to the positive effects performance measurement (PM) can have on NPO effectiveness. Managers and boards should seek to enhance their internal stakeholders' trust to achieve higher levels of effectiveness.

This study has three main contributions. First, it is one of the very few papers which empirically examines the links between PM and NPOs' effectiveness, rather than providing conceptual lens. Second, the paper investigates the role of stakeholders' trust as a mediating mechanism in the proposed model, a topic that has been neglected by NPOs governance researchers. Finally, the study uses data from the Palestinian context, contributing to the PM literature by providing evidence on the relationship between performance measures and NPOs' effectiveness from a non-Western context.

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.

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.

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.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

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.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness.

Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS.

Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness

Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main assumptions of the Bounded Leadership Model (BLM).

The total sample included 242 leaders in a top managerial position. Data were collected directly from leaders via self-reports. In total, five hypotheses were formed which related to the relationship between leadership competencies and effectiveness and the role of constraints. Hypotheses were tested by analysing several regression models and mediation effects. Moreover, internal consistency and construct validity were assessed by calculating Cronbach’s alpha and assessing the intercorrelations between study variables.

The study results demonstrate that leader’s competencies are positively related to leadership effectiveness. The authors also found an indirect effect of leadership competencies on effectiveness via constraints. Overall, it can be concluded that the scales included in the BLM have satisfactory reliability and validity indicators.

The paper examined the relationship between leadership competencies and effectiveness with constraints as a mediator. Moreover, it introduces the BLM which takes a broader view on leadership and includes variables that seem to play an important role in leaders’ adjustment and success. These findings can be applied in different training processes and also in assessment and development centres to serve as a facilitator in the process of enhancing leadership competencies and effectiveness and in overcoming leadership constraints.

The study overcomes previous research limitations because it offers a selection of leadership competencies that play an important role in leadership effectiveness, as well as may serve as a potential facilitator in the process of overcoming individual constraints. This knowledge can be used for future research and practical purposes.

This paper aims to present a systematic review on organizational empowerment (OE) using Peterson and Zimmerman´s model (2004) as a starting point. The aim is to further conceptualize OE, discover how the components in the model influence each other and identify recommendations for future research.

All articles that cited the OE model, published in 2004 by Peterson and Zimmerman, have been systematically reviewed. In total, 37 studies of 410, found in Google Scholar and Web of Science, are included in the review.

The review revealed that intra-, inter- and extra-organizational empowerment affect each other and that evidence for the processes and outcomes on intra-organizational empowerment have increased, but there is limited additional evidence for the other two components.

Literature was searched in two databases, focusing on the OE model. A search using other databases on OE as a broad concept might provide additional sources.

Findings are relevant for professionals, leaders in human service organizations, educators and researchers. Practice can be improved by applying the knowledge; educators can use the results in their program and researchers may use the findings for the further development of OE.

Since the OE model was presented in 2004, no systematic review has been performed. Therefore, this review contributes to the further conceptualization of OE.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.