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1 – 10 of over 5000
Open Access
Article
Publication date: 27 April 2023

Frank Nana Kweku Otoo, Manpreet Kaur and Nissar Ahmed Rather

Internal control systems are critical to an organization's efficiency and promotes the adherence to norms and rules. The purpose of this study is to evaluate the impact of…

7198

Abstract

Purpose

Internal control systems are critical to an organization's efficiency and promotes the adherence to norms and rules. The purpose of this study is to evaluate the impact of internal control systems on banking industry effectiveness.

Design/methodology/approach

Data were collected from 15 commercial and 20 rural banks. The hypothesized relationships were supported by the data. A structural equation modeling was applied in testing the conceptual model and hypothesis. Confirmatory factor analysis was conducted to establish validity and reliability of the dimensions.

Findings

The results show that organizational effectiveness was significantly impacted by three dimensions of internal control systems: control activities, control environments and risk assessment. However, the impact of monitoring of control on organizational effectiveness was not significant. The results also show a nonsignificant impact of information and communication on organizational effectiveness.

Research limitations/implications

Since the current study concentrated on the banking sector with its distinct characteristics, the generalizability of the conclusions may be limited.

Practical implications

The study's findings may aid decision-makers and stakeholders in the adoption, designing and implementation of proactive internal control system to enhance operational efficiency, effectiveness and competitive advantage.

Originality/value

The study advances the literature by empirically evidencing that internal control systems impact organizational effectiveness.

Details

LBS Journal of Management & Research, vol. 21 no. 1
Type: Research Article
ISSN: 0972-8031

Keywords

Open Access
Article
Publication date: 11 May 2022

Andrzej Krzysztof Kozminski, Anna Katarzyna Baczyńska, Ilona Skoczeń and Pawel Korzynski

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…

5253

Abstract

Purpose

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).

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Leadership & Organization Development Journal, vol. 43 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 4 April 2023

Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay Pereira

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing…

1600

Abstract

Purpose

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

Design/methodology/approach

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

Findings

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

Originality/value

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

Keywords

Content available
Article
Publication date: 14 August 2009

Hal Gueutal

1177

Abstract

Details

Journal of Managerial Psychology, vol. 24 no. 6
Type: Research Article
ISSN: 0268-3946

Content available
Article
Publication date: 18 September 2009

Peter A.C. Smith

2982

Abstract

Details

The Learning Organization, vol. 16 no. 6
Type: Research Article
ISSN: 0969-6474

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

Open Access
Article
Publication date: 12 February 2018

Said Elbanna and Tamer H. Elsharnouby

The purpose of this study is to address a timely research question by clarifying whether formal planning is a worthy approach for hotels. In so doing, the authors developed a…

6574

Abstract

Purpose

The purpose of this study is to address a timely research question by clarifying whether formal planning is a worthy approach for hotels. In so doing, the authors developed a theoretical model that extends prior research by exploring how the formal planning process influences organizational capabilities and decision-making style. The model also examines the impact of the three identified factors on planning effectiveness.

Design/methodology/approach

Data were collected from 175 hotels located in United Arab Emirates (UAE) and Qatar and hypotheses were tested using structural equation modeling (SEM).

Findings

The study concludes that the practice of formal planning in the tourism sector does matter and both organizational capabilities and decision-making style are important factors in predicting planning effectiveness.

Research limitations/implications

Generalizations to organizations operating in other sectors, such as manufacturing or government sectors, should be drawn cautiously.

Practical implications

Taking into account oil price volatility and serious political crises in the region, this study provides several insights to hotel managers into how the formal planning process can influence planning effectiveness.

Originality/value

The findings enrich the debate on the role of formal planning in the tourism sector, which has been relatively devoid of similar studies.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

Open Access
Article
Publication date: 3 June 2021

Fatma Zerah Tan and Gbemi Oladipo Olaore

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…

15852

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Vilakshan - XIMB Journal of Management, vol. 19 no. 2
Type: Research Article
ISSN: 0973-1954

Keywords

Open Access
Article
Publication date: 23 March 2022

Filippo Ferrari

Drawing on Bandura’s social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill…

3406

Abstract

Purpose

Drawing on Bandura’s social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill match) has on change self-efficacy. Moreover, this research also aims to identify which specific skills sets (if any) act as a protective factor during organizational change, supporting the change confidence (CC) level of the people involved.

Design/methodology/approach

Quantitative research was carried out on a sample of 200 workers in the bank sector.

Findings

Findings of this study suggest that skill match has a significant impact on the CC level. Furthermore, this study demonstrates that, even in front-office jobs, a perceived skill match of soft skills does not have a significant impact on staff CC, unlike that suggested by common sense and by literature.

Research limitations/implications

Future research should investigate if and how a training process enables change self-efficacy over time or instead shows its utility only when it is relating to a specific and limited period.

Practical implications

This study suggests that in designing training, top and middle management should pay specific attention to change recipients’ needs by adopting a bottom-up approach. Moreover, to improve training effectiveness, it would be advisable to also train change recipients’ supervisors.

Social implications

This study has social implications in suggesting how to foster the adaptive capabilities of change recipients in current turbulent times. In doing so, it suggests how to prevent some undesirable change consequences such as anxiety, intention to quit, work-related stress and change cynicism.

Originality/value

This paper shows that, from a methodological point of view, it is necessary to evaluate training effectiveness at the level of a specific skill area and not simply by comparing the trained/not trained people, as typically practiced until now.

Details

European Journal of Training and Development, vol. 47 no. 10
Type: Research Article
ISSN: 2046-9012

Keywords

Open Access
Article
Publication date: 31 December 2019

Anit Somech and Bat-El Ohayon

Research has provided accumulative evidence that the willingness of teachers to invest in organizational citizenship behavior (OCB) is a fundamental component for achieving school…

4715

Abstract

Purpose

Research has provided accumulative evidence that the willingness of teachers to invest in organizational citizenship behavior (OCB) is a fundamental component for achieving school effectiveness. However, most studies examined OCB of the individual teacher, while neglecting the fact that such behavior might grow in a context. Furthermore, educational scholars have focused almost solely on OCB of teachers, and have almost completely neglected to address the concept through a managerial prism. By taking a contextual perspective, the purpose of this paper is to postulate a positive link between leader OCB and team OCB, and suggest that organizational justice serves as a moderator in this relationship.

Design/methodology/approach

Data were collected through a survey from multiple sources, to avoid one-source bias. The sample included 82 schools: 82 management teams and their 82 principals, as well as 246 teachers, who were not members of management.

Findings

Results of the hierarchical regression analysis confirmed the hypotheses. The authors found a positive association between leader OCB and team OCB and revealed that this positive relationship was significant under high levels of organizational justice, but non-significant under low levels.

Practical implications

The importance of leader OCB in promoting team OCB can inspire the educational system to learn how to develop organizational mechanisms that encourage principals to perform citizenship behaviors and to take this component into consideration in screening processes and succession planning.

Originality/value

The contribution of the study is in identifying leader OCB as a key instrument that may encourage teams to invest in OCBs. To the best of the authors’ knowledge, this is the first study ever to examine the link between leader OCB and team OCB. The finding that there is a positive association between the two constructs may imply that leader OCBs contribute to the school, not only directly, by exhibiting behaviors of helping and support, but also indirectly, through the leader’s impact on his or her team’s behavior.

Details

Journal of Educational Administration, vol. 58 no. 6
Type: Research Article
ISSN: 0957-8234

Keywords

1 – 10 of over 5000