Hybrid Context, Management Practices and Organizational Performance: A Configurational Approach

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Download Full-text

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

Global Business Review ◽

10.1177/09721509211037209 ◽

2021 ◽

pp. 097215092110372

Author(s):

Satyanarayana Parayitam ◽

Shaik Mohamed Naina ◽

Timothy Shea ◽

Abdul Hameed Syed Mohideen ◽

Alex Aruldoss

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Management Practices ◽

Training And Development ◽

Learning Culture ◽

Hrm Practices ◽

The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Download Full-text

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

NUST Business Review ◽

10.37435/nbr21031701 ◽

2021 ◽

Vol 3 (1) ◽

pp. 38-55

Author(s):

Arshad Mahmood ◽

Muhammad Yousuf Khan Marri ◽

Hussain Ali ◽

Shahid Nadeem

Keyword(s):

Transformational Leadership ◽

Knowledge Management ◽

Organizational Performance ◽

Management Practices ◽

Employee Involvement ◽

Major Influence ◽

Leader Member Exchange ◽

Empirical Examination ◽

Member Exchange ◽

Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

Download Full-text

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

The TQM Journal ◽

10.1108/tqm-12-2020-0303 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Sanjana Mondal ◽

Kaushik Samaddar

Keyword(s):

Supply Chain ◽

Organizational Performance ◽

Industry 4.0 ◽

Management Practices ◽

Human Factor ◽

Research Work ◽

Data Driven ◽

Theory Approach ◽

Quality Performance ◽

Content Type

PurposeThe paper aims to explore the various dimensions of human factor relevant for integrating data-driven supply chain quality management practices (DDSCQMPs) with organizational performance. Keeping the transition phase from “Industry 4.0” to “Industry 5.0” in mind, the paper reinforces the role of the human factor and critically discusses the issues and challenges in the present organizational setup.Design/methodology/approachFollowing the grounded theory approach, the study arranged in-depth interviews and focus group sessions with industry experts from various service-oriented firms in India. Dimensions of human factor identified from there were grouped together through a morphological analysis (MA), and interlinkages between them were explored through a cross-consistency matrix.FindingsThis research work identified 20 critical dimensions of human factor and have grouped them under five important categories, namely, cohesive force, motivating force, regulating force, supporting force and functional force that drive quality performance in the supply chain domain.Originality/valueIn line with the requirements of the present “Industry 4.0” and the forthcoming “Industry 5.0”, where the need to collaborate human factor with smart system gets priority, the paper made a novel attempt in presenting the critical human factors and categorizing them under important driving forces. The research also contributed in linking DDSCQMPs with organizational performance. The proposed framework can guide the future researchers in expanding the theoretical constructs through initiating further cross-cultural studies across industries.

Download Full-text

Knowledge Transmission in Light of Recent Transformations in the Workplace

Relations industrielles ◽

10.7202/1009089ar ◽

2012 ◽

Vol 67 (2) ◽

pp. 304-324 ◽

Cited By ~ 9

Author(s):

Esther Cloutier ◽

Élise Ledoux ◽

Pierre-Sébastien Fournier

Keyword(s):

Knowledge Sharing ◽

Organizational Performance ◽

Management Practices ◽

Work Teams ◽

Health And Safety ◽

Food Service ◽

Experiential Knowledge ◽

Work Intensification ◽

Flexible Management ◽

The Impact

In a context of changing demographics and transformations to the world of work, concerns about age management are gradually turning into concerns about knowledge management. The vast experiential knowledge and diverse skills developed by workers to cope with the numerous situations encountered in the course of their work and to protect themselves against risks to their health and safety constitute part of the intangible assets vital to the sustainability of worker expertise and even the survival of the organization. Management practices play an important role in helping safeguard experiential knowledge in organizations. However, the transformations that have been taking place in recent years in response to an unstable economic climate have driven organizations to introduce a number of changes in workplaces. Three case studies, conducted in Quebec, each focused on the study of a specific occupation (film technicians, food service helpers, and homecare nurses), and based on interviews and observations made in the field, will be presented in an effort to describe the impact of some of these changes, namely precarious employment, flexible management practices and work intensification, on knowledge sharing in real work situations. The results suggest that by undermining work teams and increasing the workload of experienced workers, these changes actually hinder the knowledge sharing process. In fact, in such a context, the work teams are continually being reconfigured, which can demotivate experienced workers who constantly have to initiate new recruits despite already having a work overload. Possible avenues for research are proposed with a view to helping organizations cope with these changes in a way that supports the experiential knowledge transfer and sharing process so vital to organizational performance and the preservation of worker health.

Download Full-text

The correlation between polygamy and educational achievement of children

Psychology and Education Journal ◽

10.17762/pae.v58i1.1128 ◽

2021 ◽

Vol 58 (1) ◽

pp. 2532-2539

Author(s):

Aeshah saif Alahmadi, Najla Mohamed Alqhtani

Keyword(s):

Decision Making ◽

Organizational Performance ◽

Performance Appraisal ◽

Work Performance ◽

Management Practices ◽

Educational Achievement ◽

Recent Past ◽

Appraisal System ◽

Managerial Decision ◽

Appraisal Systems

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

Download Full-text

THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

Verslas teorija ir praktika ◽

10.3846/btp.2020.12001 ◽

2020 ◽

Vol 21 (1) ◽

pp. 222-229

Author(s):

Arta Jashari ◽

Enver Kutllovci

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Management Practices ◽

Positive Association ◽

Manufacturing Firms ◽

Hrm Practices ◽

Human Resource Management Practices ◽

The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

Download Full-text

Total quality management practices in Indonesian local SME: Understanding the employees Role

HOLISTICA – Journal of Business and Public Administration ◽

10.2478/hjbpa-2019-0021 ◽

2019 ◽

Vol 10 (2) ◽

pp. 129-136

Author(s):

Safitri Lamsah ◽

Zakky Zamrudi

Keyword(s):

Quality Management ◽

Total Quality Management ◽

Organizational Performance ◽

Management Practices ◽

Small And Medium Enterprises ◽

Employee Performance ◽

Total Quality ◽

Total Respondent ◽

Two Factors ◽

Medium Enterprises

Abstract Understanding the schemes of Small and Medium Enterprises (SME’s) managerial capability is becoming important aspects today. Implementing proper strategies and internal policy may create a significant change in SME’s performance. Total Quality Management (TQM) has been being a one of specific measurement on organizational performance. This research was proposed to understand the factor that can affect the TQM’s performance in SME’s by identifying the two factors that can change it. Based on the recent studies, the developed model was employed PLSSEM to analyze the data by total respondent 95 respondent consist of owner and manager. The sample was taken in the area of Sasirangan SME’s in Banjarmasin, Kalimantan Selatan province, Indonesia. Sasirangan is a local fabric developed by its ancestor. The population of Sasirangan SME’s was huge in amount. The results of these studies indicate that both motivation and employee performance can increase the TQM in the SME’s which one of them has a more significant effect. The complete description of finding in this research will be discussed in this research.

Download Full-text