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Open Access
Article
Publication date: 21 February 2024

Frank Nana Kweku Otoo

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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

Details

IIM Ranchi Journal of Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2754-0138

Keywords

Article
Publication date: 24 November 2023

Anderson Betti Frare and Chris Akroyd

The purpose of this paper is to examine the effects of performance management (PM) practices on in-bound open innovation (OI) and out-bound OI. To do this, the authors examine the…

Abstract

Purpose

The purpose of this paper is to examine the effects of performance management (PM) practices on in-bound open innovation (OI) and out-bound OI. To do this, the authors examine the organizational effectiveness as well as the non-financial and financial performance of Brazilian startups that have had recent OI relationships with larger companies.

Design/methodology/approach

Using data collected from 103 Brazilian startups, the hypotheses were tested via partial least squares–structural equation modeling (PLS-SEM). An additional analysis was performed using fuzzy-set qualitative comparative analysis (fsQCA).

Findings

The findings show that PM practices orchestrate in-bound OI and out-bound OI; however, only in-bound OI promotes organizational effectiveness in Brazilian startups. Organizational effectiveness results in good non-financial performance, which in turn improves financial performance. PM practices have an indirect effect on financial performance from the serial mediation of in-bound OI, organizational effectiveness and non-financial performance. Moreover, several combinations of conditions lead to high levels of organizational effectiveness, non-financial performance and financial performance.

Originality/value

This study provides new evidence and insights from an emerging market on the antecedents and consequences of startups' OI adoption.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

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: 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 and…

9396

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 within a…

6200

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 and…

6083

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 influential…

3530

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: 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.

2501

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: 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.

10455

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: 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

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