Measures of Organizational Effectiveness: Public Sector Performance

Rahmawati, Andi; Haerani, Siti; Taba, Muh. Idrus; Hamid, Nurjannah

doi:10.21013/jmss.v5.n2.p1

Cited by 4 publications

(11 citation statements)

References 7 publications

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“…According to Rahmawati, Haerani, Taba and Hamid (2016), there are three main perspectives in analysing the effectiveness of the organisation, namely:…”

Section: Perceived Organisational Effectivenessmentioning

confidence: 99%

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Muzondiwa

Swarts²,

Schultz³

2022

SA j. hum. resour. manag.

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Orientation: Multinational corporations (MNCs) in Africa are facing leadership, effectiveness and cultural challenges.Research purpose: The purpose was to determine the relationship between transformational leadership, perceived organisational effectiveness and organisational culture from the perspective of a MNC in Africa.Motivation of the study: Transformational leadership, organisational culture and perceived organisational effectiveness have been studied in different contexts, yet it is not clear how these three variables relate to one another in a selected MNC in Africa.Research approach, design and method: A survey was conducted amongst a non-probability sample of 400 employees from a population of 1256 employees. A quantitative research approach was applied and structural equation modelling was used to analyse the data.Main findings: The results indicated that organisational culture did not positively relate to transformational leadership; perceived organisational effectiveness positively related to organisational culture; perceived organisational effectiveness did not positively relate to transformational leadership; and organisational culture mediated perceived organisational effectiveness and transformational leadership.Practical and managerial implications: The research highlighted the important role of organisational culture in transformational leadership and overall perceived organisational effectiveness.Contribution or value add: This study found that the MNC should focus on organisational culture in order to improve transformational leadership and perceived organisational effectiveness. An academic contribution was the dynamic relationship between the three variables.

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“…According to Rahmawati, Haerani, Taba and Hamid (2016), there are three main perspectives in analysing the effectiveness of the organisation, namely:…”

Section: Perceived Organisational Effectivenessmentioning

confidence: 99%

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Muzondiwa

Swarts²,

Schultz³

2022

SA j. hum. resour. manag.

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“…The aim of an organization is to harness the best performance out of its employees. Rahmawati et al (2016) agrees with this and advise that this can only be done through the implementation of HR practices that foster and retain a highly skilled workforce, ensure that employees perform their tasks to the best of their ability and are highly adaptive to the changing demands of the organization. According to Armstrong and Brown (2019) the very changing work environment mandates employees to be more creative and find www.ijcab.org ways of enhancing organization effectiveness.…”

Section: Stakeholder Satisfactionmentioning

confidence: 85%

“…This effectiveness can only be achieved if employees at all levels of the organization choose actions and make decisions that are geared towards sustaining organizational performance. Some of the components of organization effectiveness are; resource acquisition, goal accomplishment and stakeholder satisfaction (Rahmawati et al, 2016).…”

Section: Coachingmentioning

confidence: 99%

“…As aptly put by Tahsildari and Shahnaei (2015) "enhancing organizational effectiveness is the key for success in any business and consequently managers are expected to increase the efficiency of their work environment" (p.56). Rahmawati et al (2016) argue that organization effectiveness entails fostering and retaining a highly skilled workforce and having reliable employees who are willing to work and carry out the assigned tasks to the best of their ability. In addition to this, the employees should be spontaneous and highly adaptive as they perform their roles in the organization.…”

Section: Introductionmentioning

confidence: 99%

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Employee Characteristics, Contemporary Human Resource Management Practices and Organization Effectiveness

Adero¹,

Odiyo²

2020

jbmed

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The purpose of this paper is to review existing literature on employee characteristics, contemporary human resource management practices and organization effectiveness. A framework was then developed that can be used by future leaders to make organizations more effective. This paper used a literature review of journals on employee characteristics, human resource management practices and organization effectiveness. The purpose of this review was to collect and summarize empirical evidence from literature that fits within the context of this study. Organization leaders face the unsurmountable task of achieving organization effectiveness using the limited resources at their disposal. From the literature review findings, organization effectiveness is achievable so long as the management recruits employees with the desirable characteristics, puts into place contemporary human resource management practices to manage the employees. This will help the organization to achieve its goals, acquire resources and satisfy stakeholders.

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“…Effectiveness is defined to be able to encourage and anticipate productive results of the organization. An effective organisation may lead to increase productivity and profitability, improve performance and attain higher engagement among employees, build self-confidence and efficacy as well develop employees with innovative and creative skills in performing their tasks and job (Bedarkar & Pandita, 2014;Boyle & Hassan, 2016;Cherian & Jacob, 2013;Iwu, Kapondoro, Twum-Darko, & Tengeh, 2015;Rahmawati, Haerani, & Hamid, 2016;Shilbury & Moore, 2006;Shmailan, 2016) However, discussion on the effectiveness of non-profit organisation has been significant debate among scholars (Jun & Shiau, 2012;Lecy et al, 2012;Willems & Boenigk, 2014). Since the primary purpose of the non-profit organization is neither profit-making nor reaching financial growth (Kaplan, 2001), thus, the measurement of the effectiveness and productivity of the organization become more complicated (Helmig, Ingerfurth, & Pinz, 2013) as the objectives of the non-profit organization are rather vague.…”

Section: Defining and Understanding The Effectivenessmentioning

confidence: 99%

Conceptualizing the impact of Leader-member Exchange in non-profit and religious organisations: The case of waqf institutions in Malaysia

Sharip

Awang

Ismail

2019

JEEIR

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While a great discussion on past research done to investigate the impact on Leader-Member Exchange (LMX) in producing the positive outcome of the management, relatively little research has been done conducted to examine the link between LMX to the effectiveness of the management particularly in a religious based non-profit organization in a Malaysia setting. Meanwhile, a discussion on LMX of the non-profit organisation is not explicitly religious based as the discussion on Malaysia institution, and specifically among non-profit organisation religious based is lacking. Thus, the objective of this study to address the issue of communication among leader-member via LMX theory and to propose potential effect to the effectiveness of the management particularly in a religious based non-profit organisation, specifically in Waqf institutions in the Malaysian setting.

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Measures of Organizational Effectiveness: Public Sector Performance

Abstract: ABSTRACT

Cited by 4 publications

References 7 publications

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Employee Characteristics, Contemporary Human Resource Management Practices and Organization Effectiveness

Conceptualizing the impact of Leader-member Exchange in non-profit and religious organisations: The case of waqf institutions in Malaysia

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