The Relationship between Organizational Culture and Staff Productivity Public Organizations

Chegini, Mehrdad Goudarzvand

doi:10.3844/jssp.2010.127.129

Cited by 15 publications

(13 citation statements)

References 2 publications

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“…This is because these human assets are largely responsible for the achievement of organization's vision, mission and goals. Selecting the right candidates and to effective develop them is a matter of great consequence for organization (Mehrdad, 2010). Therefore management should be concerned on issues and problems encountered by employees in the organization to ensure competitiveness.…”

Section: Introductionmentioning

confidence: 99%

The Key Components of Job Satisfaction in Malaysian Water Utility Industry

Khalid¹,

Salim²,

Loke³

et al. 2011

Journal of Social Sciences

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Problem statement:This study aimed to examine the impacts of employee's rewards and employee's motivation on employee's job satisfaction between public and private water utility organization in Malaysia. Approach: A total of 689 employees from both sectors participated. While hierarchical regression analysis was conducted to test the relationship between employee's rewards, employee's motivation and employee's job satisfaction, gap analysis was utilized to determine the significant differences on the levels of employee's rewards, employee's motivation and employee's job satisfaction between both sectors. Results: The result revealed that (1) employee's reward was positively related to motivation; and (2) both employee's rewards and employee's motivation were found to had positive significant influences on employees' job satisfaction. The t-test result revealed that employees in public water utility organization scored significantly higher on the levels of employee's rewards, motivation and job satisfaction. Conclusion: The interesting findings showed that there are other factors than rewards and motivation involved in job satisfaction. However, motivation seems to give more impact to job satisfaction as compared to rewards for both organizations.

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Section: Introductionmentioning

confidence: 99%

The Key Components of Job Satisfaction in Malaysian Water Utility Industry

Khalid¹,

Salim²,

Loke³

et al. 2011

Journal of Social Sciences

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“…Computers can be used to measure keystroke errors or incorrect decisions at an operational level, so that average levels of performance at a certain hierarchical level are extrapolated. But beyond this level, MBO can lack opportunities for truly deep employee analysis, unless considerable time is given to setting up criteria for assessment (Chegini, 2010). To make comparative rating assessments, effective MBO will incorporate objective criteria.…”

Section: Resultsmentioning

confidence: 99%

Performance Appraisal-Management by Objective and Assessment Centre

Huang¹,

Chen²,

Huang³

et al. 2011

American Journal of Applied Sciences

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Problem statement: Two methods for performance appraisal that are discussed in this study and they are Management By Objective (MBO) and Assessment Centre techniques. Employees are appraised for several reasons, the most important of which is to realize the best use of human resources and to plan for future needs; reward and punishment are secondary. Assessment Centre evaluation or appraisal is valuable because it allows a candidate to concentrate on the task at hand. Approach: The literature review and arguments were conducted to provide a systematic discussion of the study. Results: In Management by Objective performance appraisal, employees are obliged to deal with overcoming empirical challenges. In Assessment Centre Appraisal, the different outcomes for particular tasks can be evaluated and management can assess employees' relative proficiencies in terms of these tasks. In both forms, consistency in criteria is crucial, for purposes of comparison and standardization. Where comparisons are made with other employees, the criteria need to be parallel for employees at similar levels of responsibility. Conclusion: Differences between organizational cultures will impact on the way that assessment results are received under MBO performance appraisal as well. The outcomes that employees achieve in the tasks provided for appraisal purposes may involve different levels of risk, even within firm guidelines. In the assessment centre, the candidate is separated from colleagues. To make comparative rating assessments, effective MBO will incorporate objective criteria. At times, MBO will be useful in judging change over time for employees performing fairly routine work.

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“…Following the recent interest in organizational culture among researchers, scholars equate this poor performance with the lack of good culture within the resort operators' business organization in delivering the tourism products and services (Erdogan and Tosun, 2009). Culture in an organization is considered as a belief, values and practices which form the characteristics of an organization (Chegini, 2010). Organizational culture, either in the form of values or practices, is argued to have significant influence on the performance and long-term effectiveness of organizations.…”

Section: Introductionmentioning

confidence: 99%

“…Organizational culture, either in the form of values or practices, is argued to have significant influence on the performance and long-term effectiveness of organizations. Chegini (2010) for example, proposes that certain cultural styles can encourage the establishment of 'proper' values in an organization, which results in a successful organization. Similarly, Vargas-Vargas-Hernandez and Noruzi (2009) argue that there are a set of general cultural types that can boost organization performance and encourage growth.…”

Section: Introductionmentioning

confidence: 99%

Organizational Culture and Tourist Satisfaction in a Lake-Based Tourism Area

Yusof¹,

Jamil²,

Said³

et al. 2012

American Journal of Applied Sciences

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Problem statement: Although many studies have highlighted that certain cultures are evident in certain firms, there are only few studies done on ecotourism areas and little has been done to analyse how these cultures have affected the performance of these organizations. Approach: Conceptualizing organizational culture as the values and practices employed in an organization and considering tourist satisfaction as intangible performance we conducted a survey of all tourist resort operators located in a lake-based tourism area in Malaysia. The data was analysed using descriptive statistics, paired t-test and Pearson product-moment correlation. Results: The results revealed that tourists are dissatisfied with the quality of service delivered to them and tourist satisfaction is significantly influenced by environmental friendly practices. Conclusion/Recommendations: The results imply that environmental friendly practices ranging from the issue of recycling, being compatible with local environment and culture and making minimal changes to the existing landform, should be the focus of the strategic policy in the future, to improve the planning and management of the resorts and the area promoted for tourism

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The Relationship between Organizational Culture and Staff Productivity Public Organizations

Cited by 15 publications

References 2 publications

The Key Components of Job Satisfaction in Malaysian Water Utility Industry

The Key Components of Job Satisfaction in Malaysian Water Utility Industry

Performance Appraisal-Management by Objective and Assessment Centre

Organizational Culture and Tourist Satisfaction in a Lake-Based Tourism Area

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