Elevating Organizational Commitment through Corporate Culture: A Case of Public Service Agencies in Malaysia

Johari, Johanim; Nazir, Eliy Nazira Mat

doi:10.17576/pengurusan-2015-43-04

Cited by 7 publications

(22 citation statements)

References 59 publications

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“…La cultura corporativa se refiere a la manera de administrar una organización en el esfuerzo por mejorar la eficacia y eficiencia de su desempeño general [Heskett 1992; Ooi y Arumugam, 2006; Ahiybor, 2014 y Ghanavati 2014; Kotter] (30) .…”

Section: 3unclassified

Revisión sistemática de las concepciones de cultura organizacional

et al. 2018

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Introducción: Las diferentes concepciones de la cultura organizacional se han desarrollado en las últimas décadas, dependiendo de éstas, se proponen, desarrollan y evalúan estrategias de intervención encaminadas a mejorar el bienestar de los miembros que las conforman. Objetivo: Describir las concepciones de cultura organizacional en las publicaciones de la base de datos EBSCO host durante los últimos seis años. Materiales y métodos: Revisión sistemática descriptiva de 71 artículos publicados en la base de datos EBSCO host, desde el año 2012 hasta el 2017. Resultados: Se identificó 110 definiciones de cultura organizacional, las cuales se clasificaron en cinco subcategorías: valores y creencias organizacionales, actitud organizacional, identidad organizacional, empresarial y aprendizaje organizacional. Conclusiones: La cultura organizacional se comprende desde diversas concepciones, vislumbrando con ello el desarrollo y aporte académico que ha tenido dicha temática.

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Section: 3unclassified

Revisión sistemática de las concepciones de cultura organizacional

et al. 2018

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“…Project Awareness [7], [24] Project View [7], [24] Involvement [7], [24], [33] People Knowledge Knowledge in IT and process [7], [23] IT skill and expertise IT skill in the technology used [7], [23] Expert / champion in business process [7], [23] Experience Experience with ITO [7], [23] Capability Capability to adapt to changes and learn [7], [23] Roles and responsibilities…”

Section: Commitmentmentioning

confidence: 99%

“…2) Organization Culture: Organization culture is the way of managing an organization in the effort to improve the effectiveness and efficiency of its overall performance [33]. In organization culture identified factors need to be assessed in terms of leadership and management, their strategic alignment between business and IT and commitment.…”

Section: ) Strategymentioning

confidence: 99%

“…Studies by J. Joharo and E. Nazir [33] reported that organization can achieve every aspect of performance if organization's well-founded culture, therefore, to enhance their organizational success most organizations started to reevaluate their current practices. Furthermore, J. Joharo and E. Nazir also identified commitment is also areas in organization culture that should be assessed.…”

Section: ) Strategymentioning

confidence: 99%

“…Furthermore, J. Joharo and E. Nazir also identified commitment is also areas in organization culture that should be assessed. Organization commitment is defined as-as an employee's identity and belief in the organization's goals and values, willing to exert considerable effort on behalf of the organization, loyal to the organization, have strong desire and feel oblige to maintain membership with the organization over the long term [33]. Organization commitment can be assessed in many ways.…”

Section: ) Strategymentioning

confidence: 99%

See 2 more Smart Citations

Client’s Readiness Assessment Success Factors for Outsourcing Software Projects

Hamid¹,

Mansor²

2016

International Journal on Advanced Science, Engineering and Information Technology

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IT services such as software development, application maintenance, disaster recovery, help desk, network, and operations are critical and highly demanded to better support the operations and management of organizations, especially in the government sector. The government sector faces various problems in providing IT services due to constraints or lack of knowledge, skills, and expertise, human resource and technology. Thus, IT services need to be outsourced to overcome these problems. While the need for outsourcing has increased, reported weaknesses of the outsourcing activities are attributed to issues such as project rationale and the unclear role of the project team, lack of involvement of subject matter experts and users in the early stages, lack of control and lack of emphasis on quality. These issues indicate the low readiness level of the client's organization to take up outsourcing activities. Therefore, this study aims to analyze the contributing readiness factors that clients should comply with in order to ensure the success of outsourcing software projects. Systematic reviews and content analysis were employed in order to propose a conceptual model. There are 27 factors identified and classified into 9 dimensions. There are six internal dimensions were identified as contributing to the client's readiness such as strategy, people, organization culture, process, technology, and management whilst three other external dimensions include the government, market, and people. The outcome of this study is a software outsourcing readiness model that will assist software practitioners in designing effective outsourcing software project strategies. The model is important since the agencies have difficulty in addressing their readiness level as part of the implementation plan and to avoid project failure.

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Job characteristics, employee well-being, and job performance of public sector employees in Malaysia

Johari

Shamsudin

Yean

et al. 2019

IJPSM

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Purpose The purpose of this paper is to examine the structural relationships between the job itself (i.e. job characteristics), employee well-being and job performance in light of the new administrative reform called the Government Transformation Program in Malaysia that stresses on measurable performance outputs. Design/methodology/approach A total of 208 public sector employees from various public agencies and departments in the northern region of Peninsular Malaysia were surveyed. Some of the agencies that took part in the study include state departments, the fishery department, agriculture-related agencies and the rural development agency. Findings The authors observed that feedback positively influenced employee well-being, which served as a significant mediator in the relationship between feedback and job performance. The results indicated that 26.4 percent of the variance that explained employee well-being was accounted for by the different characteristics of a job. The authors also demonstrated that employee well-being accounted for 41.8 percent of job performance. Research limitations/implications The authors recommended that public sector managers consider the element of feedback and enhance employee well-being to improve job performance. Originality/value This study offers an insight into the effect of perceived changes in the job itself on employee well-being and subsequent job performance in light of government reforms.

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Elevating Organizational Commitment through Corporate Culture: A Case of Public Service Agencies in Malaysia

Cited by 7 publications

References 59 publications

Revisión sistemática de las concepciones de cultura organizacional

Revisión sistemática de las concepciones de cultura organizacional

Client’s Readiness Assessment Success Factors for Outsourcing Software Projects

Job characteristics, employee well-being, and job performance of public sector employees in Malaysia

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