• Title/Summary/Keyword: organizational performance

Search Result 1,977, Processing Time 0.028 seconds

The Moderating Effects of Software Policy between Organizational Capability Maturity and Organizational Performance (조직성숙도와 조직성과 간의 소프트웨어 정책의 효과분석)

  • Oh, Wongeun;Kim, Injai
    • Journal of Information Technology Services
    • /
    • v.16 no.4
    • /
    • pp.65-75
    • /
    • 2017
  • The purpose of this study is to investigate how software policy shows the moderating effects between organizational capability maturity and organizational performance. The software policy includes the proportions of development personnel and development budget that can affect organizational performance. It is important to empirically identify whether the ratios of budget and personnel, which are some of the main policy indexes of the organization can promote the causal relationship between organizational maturity and organizational performance. These personnel and budget may be assumed to affect the causal relationship between organizational capability maturity and organizational performance. The results of this study shows that the moderating effects of software policy are partially proved. The two policy indexes, personnel ratio and budget ratio, showed a moderating effect between process implementation and organizational performance, but did not show any moderating effect between quantitative management and organizational performance. This is because the companies participating in the survey are still in the early stages of quantitative process management and quantitative management does not show the differentiated results among the participating organizations. The significance of this study is as follows. In the academic aspect, the causal relationship between organizational maturity and organizational performance was examined empirically, and it was analyzed whether the two adopted policy indicators have a moderating effect between organizational maturity and organizational performance. On the practical side, the analysis suggested that the ratios of budget and personnel emphasized by the government or organization played a role of facilitating the organizational maturity and organizational performance.

Relationship between Organizational Size and Performance in Public Management : Mediating Effect of Organizational Goal Ambiguity

  • Lee, Soochang;Kim, Daechan
    • International Journal of Advanced Culture Technology
    • /
    • v.8 no.3
    • /
    • pp.18-27
    • /
    • 2020
  • This study is to corroborate the relationship between organizational size and performance in the Korean government context. Hence, this study aims to advance research on the relationship between organization size and performance by considering mediating variable: organizational goal ambiguity, which helps understand how organizational size affects organizational goal ambiguity in government and the organizational goal ambiguity has an influence on organizational performance. Bases on theoretical review, we assume that there is the inverted U-shaped relationship between the number of employees and budget size and organizational performance. From the results of path analysis, it shows that organizational size in the Korean government has a negative correlation, "a linear relationship", with organizational performance. Budget size has mediating variables, but the number of employees not. We try to suggest implications on the relationship between organizational size and performance in terms of theoretical perspectives in the context of the Korean government.

Understanding Relationship among Emotional Intelligence, Job Attitude, and Organizational Performance in Kitchen Staff (급식업체 조리종사자의 감성지능과 개인의 직무태도, 조직성과와의 관계분석)

  • Kim, Hyun-Ah;Jung, Hyun-Young
    • Journal of the Korean Society of Food Culture
    • /
    • v.27 no.4
    • /
    • pp.354-366
    • /
    • 2012
  • The objective of this study was analyze the relationship among emotional intelligence, job attitude (job satisfaction, organizational commitment, turnover intention), and organizational performance in kitchen staff. A survey collected data from foodservice employees (N=611). Statistical analyses were completed using SPSS Win (17.0) for descriptive analysis, reliability analysis, factor analysis, t-test, correlation analysis, and AMOS (7.0) for confirmatory factor analysis and structural equation modeling. The main results of this study were as follows. The four EI (Emotional Intelligence) dimensions significantly correlated with age. The mean of the job satisfaction score was 3.24. The organizational commitment score was 3.54. The organizational commitment score was higher for 'loyalty' factor than for 'sense of belongs' factor. The mean of organizational performance score was 3.61. The four EI(Emotional Intelligence) factors were significantly correlated with job satisfaction (organizational commitment, organizational performance, and turnover intension). Structural equation modeling found that emotional intelligence had positive effects on job satisfaction, organizational commitment, and organizational performance, whereas job satisfaction and organizational performance had positive effects on organizational performance. Therefore, this study found that emotional intelligence had direct and indirect effects on organizational performance.

Employee Performance Distributions: Analysis of Motivation, Organizational Learning, Compensation and Organizational Commitment

  • Astri Ayu PURWATI;William WILLIAM;Muhammad Luthfi HAMZAH;Rosyidi HAMZAH
    • Journal of Distribution Science
    • /
    • v.21 no.4
    • /
    • pp.57-67
    • /
    • 2023
  • Purpose: This study aims to measuring the employee performance distributions of company in using relationship analysis between motivation, organization learning, compensation, and Organizational commitment. Research design and methodology: The study was conducted on 102 employees as a sample. Data were analyzed using Path Analysis in Structural Equation Modeling (SEM) with PLS. Results: the research result has shown that motivation and compensation have a positive significant effect on organizational commitment. While organizational learning has negative and insignificant effect on organizational commitment. Furthermore, motivation, organizational learning and motivation have no significant effect on employee performance distribution and organizational commitment has a positive significant effect on employee performance distribution. Results for mediating effect has obtained where organizational commitment mediates the effect of motivation and compensation on employee performance distribution, but cannot mediate the effect of organizational learning on employee performance distribution. Conclusion: Organizational commitment in this study can make employees feel comfortable and attached to the company so that employees can perform well to achieve company goals. Motivation and compensation are driving factors in improving employee performance distribution and will achieved if employees have good organizational commitment. In this study, organizational learning is not an important factor in improving employee performance distribution.

The Effect of Corporate Social Responsibility Activities on Organizational Trust and Job performance

  • Kim, Moon Jun
    • International Journal of Advanced Culture Technology
    • /
    • v.8 no.3
    • /
    • pp.114-122
    • /
    • 2020
  • We study confirmed the effect of corporate social responsibility activities on organizational trust and job performance of organizational members and mediating effects of organizational trust among 351 members of the organization in the metropolitan area and Chungcheong area. For this, the SPSS 24.0 and AMOS 24.0 statistical packages were used to produce the following results. First, as a result of analyzing the impact of CSR activities on organizational trust of organizational members, factors of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility showed significant effects on organizational trust. Second, as a result of analyzing the relationship between the effects of CSR activities on the job performance of members of the organization, it showed a direct effect on job performance, which is a factor of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility. Third, organizational trust of organization members was analyzed as a positive factor in job performance. Fourth, it showed the mediating effect of organizational trust on the effect of corporate social responsibility activities on job performance. As a result of this study, the organizational performance and job performance of organizational members showed a direct effect on CSR activities. Therefore, the CSR activity is important as it is a key factor to advance the organizational trust and job performance, which is the company's sustainable management system.

The Role of Islamic Business Ethics and Market Condition on Organizational Performance

  • BULDAN, Hamdi;HAMID, Edy Suandi;SRIYANA, Jaka;TOHIRIN, Achmad
    • The Journal of Asian Finance, Economics and Business
    • /
    • v.8 no.1
    • /
    • pp.781-790
    • /
    • 2021
  • The purpose of this study is to test empirically the effect of Islamic business ethics and market conditions on organizational performance in state-owned construction companies in Indonesia. Data collection in this study was conducted online and the total number of data used was 81 respondents, both directors, heads of departments, and managers (general and project). This study uses a partial least squares structural equation model (PLS-SEM) with a quantitative approach that aims to test hypotheses and relationships between variables, such as Islamic business ethics, market conditions, project management, organizational culture, competitive strategy, and organizational performance. This study shows Islamic business ethics has a significant direct effect on organizational performance. Market conditions do not have a direct significant effect on organizational performance. Meanwhile, the mediating variables of project management and competitive strategy have a significant direct effect on organizational performance. Organizational culture does not have a significant influence on organizational performance. Conversely, market conditions have a significant influence through the mediating variables of project management and competitive strategy on organizational performance. Besides, this study is an attempt to determine the impact of the criteria factors affecting the measurement of the performance of construction organizations in Indonesia in terms of the external environment and organizational structure.

A Study on the Effect of ICT Enterprise Executives Affect Organizational Performance and the Consistency of the Values of Members

  • Kim, Moon Jun
    • International journal of advanced smart convergence
    • /
    • v.8 no.4
    • /
    • pp.93-103
    • /
    • 2019
  • We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.

The Relationships among Inter-organizational Information Flow, Inter-organizational Learning, Trust and Performance (조직간 정보교류, 조직간 신뢰 및 학습과 성과 간의 관련성 연구)

  • Choe, Jong-Min
    • The Journal of Information Systems
    • /
    • v.17 no.3
    • /
    • pp.1-24
    • /
    • 2008
  • This study empirically investigated the relationships among inter-organizational contextual factors(assets specificity, long-term orientation and interdependence), information exchange between trading partners, inter-organizational loaming and trust, and inter-organizational performance. In this study, types of information exchanged between trading firms are classified into two broad kinds: transaction information and management information. from empirical results, we found that inter-organizational contextual factors have a greater positive impact on the exchange of management information. It is also observed that the exchange of information positively influences inter-organizational trust and loaming. finally, the results of this study showed that inter-organizational trust and teaming have positive effects on the improvement of inter-organizational performance. Thus, it is concluded that the amount of information exchanged according to the conditions of inter-organizational contextual factors gives rise to inter-organizational teaming and high levels of trust, and high levels of trust and learning contribute to the increase of inter-organizational performance.

"The Power of Ethical Leader": The Influence of Job Insecurity on Organizational Performance, the Mediating Effect of Organizational Trust and Moderating Effect of Ethical Leadership ("윤리적 리더십의 힘!": 고용 불안정성이 조직 성과에 미치는 영향, 조직 신뢰의 매개 효과 및 윤리적 리더십의 조절 효과)

  • Kim, Byung-Jik
    • Asia-Pacific Journal of Business
    • /
    • v.13 no.1
    • /
    • pp.197-212
    • /
    • 2022
  • Purpose - The current paper not only investigates the intermediating process of the association between job insecurity and organizational performance, but also tries to find a factor which mitigates the negative influence of job insecurity. Design/methodology/approach - By conducting structural equation modeling(SEM) analysis with survey data from 351 employees, this study tried to identify the mediating effect of organizational trust, as well as the moderating influence of ethical leadership in the job insecurity-organizational trust link. This paper built hypotheses that job insecurity decreases the level of employee's organizational trust, then the level of the employee's organizational trust would influence organizational performance. In addition, ethical leadership would function as a buffering factor between the association between job insecurity and organizational trust. Findings - This paper found that job insecurity had a negative influence on employee's organizational trust, and the employee's organizational trust had a positive influence on organizational performance. The ethical leadership mitigated the negative impact of job insecurity on organizational trust. Research implications or Originality - By empirically delving into the importance of ethical leadership and organizational trust to increase organizational performance, this paper may provide top management and leaders in an organization with important insights that they should adequately monitor and manage the level of ethical leadership and organizational trust.

The Relationship between Organizational Capability, Organizational Learning and Financial Performance

  • HINDASAH, Lela;NURYAKIN, Nuryakin
    • The Journal of Asian Finance, Economics and Business
    • /
    • v.7 no.8
    • /
    • pp.625-633
    • /
    • 2020
  • This study aims to empirically investigate the influence of organizational capability and organizational learning on the financial performance of family-business type small- and medium-sized enterprises (SMEs). In addition, this study examines the moderating role of SMEs' ages and the managers' experiences in the relationship between organizational capability and organizational learning on the SMEs financial performance. This study is a basic exploratory research conducted by using an empirical survey, i.e., sampling of the businessman (the owner) of family-business type SMEs cross-functional in the area of DIY. The study uses purposive sampling. The respondents are the SME businessmen from the various business sectors in Yogyakarta, Indonesia. The number of respondents is 150. Hypothesis testing used SPSS program's moderation regression approach; validity and reliability testing used confirmatory factor analysis and Cronbach's alpha. The result of this study shows that organizational capability positively and significantly affects the financial performance. Also, organizational learning significantly affects the financial performance. The organization's age factor does not moderate the relationship between organizational capability and the financial performance, but it is significant on the organizational learning. The factor of manager's experience moderates insignificantly on the relationship between organizational capability and financial performance. However, it is significant to the organizational learning.