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11 – 20 of over 120000Despite 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…
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.
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Gilbert A. Jacobs and James A. Polito
The results from this qualitative study suggest that CEOs of Faith-Based Nonprofit Organizations (FBNPOs) define and measure their organization's effectiveness primarily based on…
Abstract
The results from this qualitative study suggest that CEOs of Faith-Based Nonprofit Organizations (FBNPOs) define and measure their organization's effectiveness primarily based on the outcomes achieved in meeting the immediate needs of their clients and in resolving root causes to those needs. Other indicators of organizational effectiveness- including financial reports, amount of services provided, client satisfaction, stake holder support and perceptions -were also used by the CEOs of FBNPOs to measure organizational effectiveness. The findings indicate that faith is the source of “why” and “how” these FBNPOs conduct their activities. Measuring the impact faith has on those whom they serve varies among the FBNPOs in this study along a continuum of not being measured to being intentionally measured.
The purpose of this research is to investigate how senior communication executives measure the effectiveness of organizations’ internal communication efforts and link the efforts…
Abstract
Purpose
The purpose of this research is to investigate how senior communication executives measure the effectiveness of organizations’ internal communication efforts and link the efforts with organizations’ business performance.
Design/methodology/approach
An online international survey of 264 experienced business communicators was analyzed to identify those specific aspects of internal communication initiatives that have been measured by the organizations on a regular basis. In‐depth interviews with 13 senior communication executives were used as a supplementary approach to share their experiences and insights about measurement challenges in communication practices.
Findings
Results suggested that most business communicators and organizations recognized the importance of measuring organizations’ internal communication initiatives; however, limited metrics have been applied to the assessment process. Several specific aspects of internal communication initiatives (e.g., improved job performance, changed employee behaviors, concentrated employee engagement, etc.) have been given special attention in measurement.
Research limitations/implications
Future research would benefit from the discussion and findings in current measurement challenges and focus on testing the causal relationship between effective internal communication and improved business performance.
Practical implications
Business communicators should demonstrate a stronger request for a consultative leadership direction in the organization to be able to develop and test sets of reliable and consistent metrics and measurement approaches.
Originality/value
This research investigated the measurement challenges that senior communication executives have faced. It is important to recognize current trends and constraints in measurement to be able to leverage the value of communication practices in the organization.
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Md. Shamsul Arefin, Md Rakibul Hoque and Yukun Bao
The purpose of this study was to identify the influence of organizational strategy, structure, process and culture on organizational effectiveness and the possible mediating role…
Abstract
Purpose
The purpose of this study was to identify the influence of organizational strategy, structure, process and culture on organizational effectiveness and the possible mediating role of business intelligence (BI) systems among them.
Design/methodology/approach
Sample data for this study were collected from 225 organizational units in Bangladesh and analyzed using the partial least squares method, a statistical analysis technique based on the structural equation modeling.
Findings
The results revealed that organizational factors, such as organizational strategy, structure, process, and culture positively affect both BI systems’ effectiveness and organizational effectiveness. Furthermore, BI systems’ effectiveness partially mediates the impact of organizational strategy, structure, process and culture on organizational effectiveness.
Originality/value
BI systems are context-specific and can influence organizational effectiveness. Dearth in research on the influence of organizational factors to BI systems motivates this study to contribute in BI systems literature by proposing a theoretical model and investigating the mediating role of BI systems among various organizational factors and organizational effectiveness.
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Colette M. Taylor, Casey J. Cornelius and Kate Colvin
The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations.
Design/methodology/approach
Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude.
Findings
Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations.
Practical implications
Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness.
Originality/value
This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.
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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.
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Irene K.H. Chew and Basu Sharma
The purpose of this study was to examine the effects of organizational culture and human resource management (HRM) effectiveness on financial performance of a sample of…
Abstract
Purpose
The purpose of this study was to examine the effects of organizational culture and human resource management (HRM) effectiveness on financial performance of a sample of Singapore‐based companies involved in mergers and acquisition activities.
Design/methodology/approach
The study used the method of content analysis to collect information on cultural values and HRM effectiveness, using Kabanoff's content analysis dictionary. Culture profiles were then assigned to organizations in the sample following the results from cluster analysis. Various financial ratios were used to measure organizational performance. Finally, regression analysis was performed to test various hypotheses.
Findings
The key finding of the study is that organizations with either elite or leader value profile, when complemented by human resource effectiveness, had a better financial performance as compared to organizations with meritocratic or collegial value profiles. It thus follows that, to achieve better financial results by undertaking merger and acquisition activities organizations need to have elite or leadership value profile.
Originality/value
This study makes a contribution to the literature by producing new empirical evidence to bear on the effect of organizational culture and human resource effectiveness on financial performance of merging acquiring organizations from a newly industrialized Asian country.
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Nivedita Jha, Rama Krishna Gupta Potnuru, Puja Sareen and Sharon Shaju
This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness.
Abstract
Purpose
This study is based on social exchange theory and aims at understanding the role of employee engagement as a mediator between employee voice and organizational effectiveness.
Design/methodology/approach
Data was collected to test the mediating role of employee engagement between employee voice and organizational effectiveness. The respondents were employees in different IT companies located in major cities in India. The model was tested for full and partial mediation of employee engagement using structural equation modeling.
Findings
Considering the self-reported survey from 232 employees from companies in the IT sector, the findings reveal that there exists a significant association between employee voice and organizational effectiveness. The results reflect a close association between employee engagement and organizational effectiveness too. However, no significant association was found between employee voice and organizational effectiveness. Employee engagement is found to mediate the relationship between employee voice and organizational effectiveness.
Research limitations/implications
The foremost limitation of the study is the sample group that is limited to employees working in IT companies in Bangalore city. The results cannot be generalized to the entire IT industry in India. Although attempts are made to eliminate common method bias, there are chances of an overstated relationship by common method variance that cannot be neglected completely.
Practical implications
The paper will provide a deep insight to the practitioners about the role of employee voice in the engagement of employees. It will also indicate to the managers how the effectiveness of an organization can be heightened by creating opportunities for employees to voice their opinion in the organization.
Originality/value
The present study indicated that though there is an association between the independent variable, employee voice, and the dependent variable, organizational effectiveness, the relationship becomes more significant in the presence of employee engagement between them.
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Yanni Yang, Yue Zhang and An-Ling Xiang
The purpose of this paper is to explore factors influencing social media usage effectiveness of publishing-related entities and discuss the differences between publishing-related…
Abstract
Purpose
The purpose of this paper is to explore factors influencing social media usage effectiveness of publishing-related entities and discuss the differences between publishing-related individuals and organizations in their usage of social media and the differences between commercial organizations and public service organizations (such as libraries).
Design/methodology/approach
This paper studied 546 publishing-related entities’ accounts on the leading Chinese social media and built a theoretical model for the usage of social media by publishing-related entities. Furthermore, it examined the influencing factors from two aspects: power of influence of an entity (entity influence) and the relational interaction of a publishing-related entity with its audience (interactive relationship).
Findings
The study found that for publishing-related individual users of social media, entity influence has a greater positive effect on the effectiveness of social media usage than on the effect of interactive relationship. For publishing-related commercial organizations, the entity influence and interactive relationship have equal impacts on the effectiveness of social media usage. It is also found that interactive relationship has a stronger positive effect on the usage effectiveness of social media, especially for publishing-related public service organizations.
Originality/value
This research fills the gap in the research of comparative analysis in the understanding of social media usage by individuals and organizations related to publishing activities. Moreover, it has tried to propose a theoretical model that can help promote the effectiveness of social media usages by various publishing-related entities and their business strategies.
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Roger Bennett and Tad Leduchowicz
In good or bad times, training plays an important part in the development of knowledge and skill in all sectors of the economies around the world. Just as the successful…
Abstract
In good or bad times, training plays an important part in the development of knowledge and skill in all sectors of the economies around the world. Just as the successful sportsperson must train to keep on winning, so too must any organisation. Whilst the effectiveness of the sportsperson's coach is reflected by success in winning events, it is often more difficult to evaluate the success or effectiveness of the organisational trainer. Many other factors come into play in determining individual and organisational performance — methods of work used; efficient supply of materials; adequate equipment; attitudes of senior management, and of customers; the whims of the market place, government policy and the world economic situation. With so many variables involved it may seem futile to bother to study effectiveness.