Organizational Citizenship Behaviour - Source of Organizational Performance

Organizational performance has, over time, become a fundamental objective of managerial strategies. Its achievement is conditioned by thorough scientific research concerning the context in which it is obtained as well as the analysis of the concept of Organizational Citizenship Behaviour (OCB) and the way it influences different dimensions of organizational involvement, organizational climate, work satisfaction and, consequently, business results. This study has a two-part structure: the first part is a general presentation of the main theoretical concepts regarding OCB, while the second part analyzes the Organizational Citizenship Behaviour in the case of two Romanian companies activating on the tire-distribution market.organizational behaviour, organizational culture, work satisfaction, citizenship, work climate.

Employee Retention Strategies And Organizational Performance

The study empirically examines the relationship between employee retention strategies and organizational performance. Using a sample size of 120 respondents in a leading beverage establishment in Nigeria, the results shows that organizations with adequate employee retention strategies in form of enhanced and regular monthly Salary package, workers participation in decision-making on issues affecting them, policies that favours job security and provision of incentives that bothers on staff family welfare retains and enhances employee performance. Implication of the results for practice is that any organization that fails to put in place adequate employee retention strategies is not likely to retain competent and motivated workforce in its employment and hence experience frequent labour turnover and poor organizational performanc

Motivation and Organizational Culture on Performance with Self-efficacy Mediation

The study aims to determine firstly the direct effect of motivation on performance,secondly the indirect effect of motivation on performance mediated by self efficacy, thirdlythe direct influence of organizational culture on the performance, and lastly the indirectinfluence of organizational culture on performance mediated by self-efficacy. The subjectsof this study are 60 women from the group of cashew producer. Hence, the samplingtechnique uses Census and the data collection method uses semi-structured interviews andquestionnaires. The data analysis uses Simple Linear Regression and Path Analysis. Basedon the data processing results, it shows: 1) the direct effect of motivation on the performanceare at 0,287; 2) the indirect effect of motivation on performance mediated by self efficacyare at 0.440; 3) the direct effect of organizational culture on the performance are at 0,260;and 4) the indirect influence organizational culture on performance mediated by selfefficacymediated are at 0.426.Therefore, it can be concluded that self-efficacy can help in overcoming the existingproblems in the organization, because self-efficacy encourage the efforts to improveperformance. Within strong, dynamic, and positive motivation and organizationalculture, one's performance will definitely increase and shows good progress

An explanatory and predictive PLS-SEM approach to the relationship between organizational culture,organizational performance and customer loyalty: The case of health clubs

Purpose This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from managers and customers of health clubs in Spain. Design/methodology/approach A total of 101 managers were asked to measure organizational culture and organizational performance and 2,931 customers were asked to indicate their customer loyalty. The proposed hypotheses were tested and their predictability assessed through PLS-SEM. A composite concept was adopted to analyze the relationships between the different constructs and their indicators. Findings The findings suggest that organizational culture has a positive relationship with both customer loyalty and organizational performance. The four main dimensions of organizational culture that influence this relationship are, in order of significance, organizational presence, formalization, atmosphere and service-equipment. The authors’ model has a very good predictive power for both dependent variables. Originality/value Customer loyalty is an aspect of health clubs that can be improved. This study highlights the importance of creating a strong organizational culture in health clubs, as it enhances and predicts customer loyalty and organizational performance. Its predictability has already been tested with samples of managers and customers, with the analysis being performed from the perspective of the organization’s management and customer perceptions. This study also contributes to the field of sport management, using a predictive PLS-SEM techniqu

Relationship between organizational career management and individual performance

This paper looks at organizational career management and individual performance among insurance salespeople in Kedah. The objective of the paper is to determine whether there is a relationship between organizational career management and comprised measure of career management policies,career development, and career information while individual performance is measured in terms of the output performance. The Questionnaire was developed and distributed to the sample. The sample comprised insurance salespeople working at an insurance company in Alor Setar. A total of 169 questionnaires were sent but only 57 were returned, thereby achieving a response rate of 33.7%. The result found that there was a significant relationship between organizational career management and individual performance. Therefore, it could be inferred that organizational career management is strongly associated to individual performance

Employee attitudes as a mediator between HRM and organizational performance

Attitude is a power that controls human behaviour. When employee Attitude is positive, it can give impact positive to organization performance. A proper human resource management (HRM) managed by organization, the employee attitude will be affected. HRM practices influence employee attitude positively and there is a mediating role of employee attitude between training and development dimension of HRM practices and organizational performance. Therefore, the purpose of this study is to explore employee atttiude as a mediator between HRM and organizational performance. A sample of this study was 219 respondents from employee construction in Libya. The data was analyzed using structural equation modelling (SEM) approach. This study showed that employee attitudes is a full mediator between relationship HRM and organizational performance. Therefore, HRM practices influence employee attitude and its give impact to organizational performance for more effective and efficient in achieving organization goal

The Relationship Between Risk, Performance-Based Pay, and Organizational Performance

In this study, we argue that much of the recent agency-based research on performance based pay virtually omits the role of risk. This compensation research has predominantly taken the positive perspective and focused on the incentive properties of performance-based pay, thereby overlooking the important role that risk plays in normative formulations of agency theory (Holmstrom, 1979; Eisenhardt, 1989; Jensen & Meckling; 1976). Building on previous research, such as Beatty and Zajac (1994), we re-introduce risk by investigating its effects on the formation and outcomes of performance-based pay contracts. Specifically, our study examines both the main effects of risk on the structure of compensation contracts and the joint effects of risk and performance-based pay on firm performance. This study is based on data of incumbent managers from 356 companies over the period 1981 to 1988. Financial performance and market data were drawn from the CRSP and COMPUSTAT

Inter Organizational Relationships Performance in Third Party Logistics: conceptual framework and case study

Supplier relationship management is an important challenge for shippers in logistics outsourcing. This paper attempts to understand the factors which affect inter organizational relationships performance in third party logistics and proposes a conceptual framework specifically for inter organizational relationship performance in third party logistics. We also draw a set of propositions from published research and exploratory inter-views with practitioners to explain inter organizational relationships performance in third party logistic net-works. Five main dimensions of inter organizational relationships are identified which affect performance in third party logistics: commitment, supplier adaptation, conflict resolution, partner fit and communication. In order to assess the validity of our conceptual model we include a case study in this paper. The case study is based on Shell Chemicals Europe and their portfolio of seventeen third party logistic service suppliers

From big data to big performance – exploring the potential of big data for enhancing public organizations’ performance : a systematic literature review

This article examines the possibilities for increasing organizational performance in the public sector using Big Data by conducting a systematic literature review. It includes the results of 36 scientific articles published between January 2012 and July 2019. The results show a tendency to explain the relationship between big data and organizational performance through the Resource-Based View of the Firm or the Dynamic Capabilities View, arguing that perfor-mance improvement in an organization stems from unique capabilities. In addition, the results show that Big Data performance improvement is influenced by better organizational decision making. Finally, it identifies three dimensions that seem to play a role in this process: the human dimension, the organizational dimension, and the data dimension. From these findings, implications for both practice and theory are derived