• Title, Summary, Keyword: Organizational Performance

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Understanding Relationship among Emotional Intelligence, Job Attitude, and Organizational Performance in Kitchen Staff (급식업체 조리종사자의 감성지능과 개인의 직무태도, 조직성과와의 관계분석)

  • Kim, Hyun-Ah;Jung, Hyun-Young
    • Journal of the Korean Society of Food Culture
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    • v.27 no.4
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    • pp.354-366
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    • 2012
  • The objective of this study was analyze the relationship among emotional intelligence, job attitude (job satisfaction, organizational commitment, turnover intention), and organizational performance in kitchen staff. A survey collected data from foodservice employees (N=611). Statistical analyses were completed using SPSS Win (17.0) for descriptive analysis, reliability analysis, factor analysis, t-test, correlation analysis, and AMOS (7.0) for confirmatory factor analysis and structural equation modeling. The main results of this study were as follows. The four EI (Emotional Intelligence) dimensions significantly correlated with age. The mean of the job satisfaction score was 3.24. The organizational commitment score was 3.54. The organizational commitment score was higher for 'loyalty' factor than for 'sense of belongs' factor. The mean of organizational performance score was 3.61. The four EI(Emotional Intelligence) factors were significantly correlated with job satisfaction (organizational commitment, organizational performance, and turnover intension). Structural equation modeling found that emotional intelligence had positive effects on job satisfaction, organizational commitment, and organizational performance, whereas job satisfaction and organizational performance had positive effects on organizational performance. Therefore, this study found that emotional intelligence had direct and indirect effects on organizational performance.

The Moderating Effects of Software Policy between Organizational Capability Maturity and Organizational Performance (조직성숙도와 조직성과 간의 소프트웨어 정책의 효과분석)

  • Oh, Wongeun;Kim, Injai
    • Journal of Information Technology Services
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    • v.16 no.4
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    • pp.65-75
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    • 2017
  • The purpose of this study is to investigate how software policy shows the moderating effects between organizational capability maturity and organizational performance. The software policy includes the proportions of development personnel and development budget that can affect organizational performance. It is important to empirically identify whether the ratios of budget and personnel, which are some of the main policy indexes of the organization can promote the causal relationship between organizational maturity and organizational performance. These personnel and budget may be assumed to affect the causal relationship between organizational capability maturity and organizational performance. The results of this study shows that the moderating effects of software policy are partially proved. The two policy indexes, personnel ratio and budget ratio, showed a moderating effect between process implementation and organizational performance, but did not show any moderating effect between quantitative management and organizational performance. This is because the companies participating in the survey are still in the early stages of quantitative process management and quantitative management does not show the differentiated results among the participating organizations. The significance of this study is as follows. In the academic aspect, the causal relationship between organizational maturity and organizational performance was examined empirically, and it was analyzed whether the two adopted policy indicators have a moderating effect between organizational maturity and organizational performance. On the practical side, the analysis suggested that the ratios of budget and personnel emphasized by the government or organization played a role of facilitating the organizational maturity and organizational performance.

A Study on the Effect of ICT Enterprise Executives Affect Organizational Performance and the Consistency of the Values of Members

  • Kim, Moon Jun
    • International journal of advanced smart convergence
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    • v.8 no.4
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    • pp.93-103
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    • 2019
  • We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.

The Relationships among Inter-organizational Information Flow, Inter-organizational Learning, Trust and Performance (조직간 정보교류, 조직간 신뢰 및 학습과 성과 간의 관련성 연구)

  • Choe, Jong-Min
    • The Journal of Information Systems
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    • v.17 no.3
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    • pp.1-24
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    • 2008
  • This study empirically investigated the relationships among inter-organizational contextual factors(assets specificity, long-term orientation and interdependence), information exchange between trading partners, inter-organizational loaming and trust, and inter-organizational performance. In this study, types of information exchanged between trading firms are classified into two broad kinds: transaction information and management information. from empirical results, we found that inter-organizational contextual factors have a greater positive impact on the exchange of management information. It is also observed that the exchange of information positively influences inter-organizational trust and loaming. finally, the results of this study showed that inter-organizational trust and teaming have positive effects on the improvement of inter-organizational performance. Thus, it is concluded that the amount of information exchanged according to the conditions of inter-organizational contextual factors gives rise to inter-organizational teaming and high levels of trust, and high levels of trust and learning contribute to the increase of inter-organizational performance.

Relationship between Perception for Appraisal of Perioperative Nurses and Performance and Organizational Commitment (수술실 간호사의 성과 평가에 대한 인식이 조직몰입 및 성과에 미치는 영향)

  • Kang, Kyoung-Hee;Park, Sung-Ae
    • Journal of Korean Academy of Nursing Administration
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    • v.17 no.2
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    • pp.189-197
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    • 2011
  • Purpose: This study was an analysis of the relationship between perception for appraisal of staff nurses in operating rooms and performance and organizational commitment. Method: The survey was conducted with 176 staff nurses in operating rooms in 2 hospitals in Seoul. Data were analyzed using frequency, one-way ANOVA, Pearson correlation analysis, and stepwise multiple regression. Result: 1. Perception for appraisal including accuracy and justice was significantly related to organizational commitment (r=.496, P=.000). Perception for appraisal including accuracy and justice was slightly related to performance (r=.220, P=.003). 2. In order to determine the percentage of the variance of performance and organizational commitment that could be predicted by perception for appraisal, perception for appraisal was entered in the regression equation. Accuracy accounted for 25% of the variance in the organizational commitment. To determine the percentage of the variance of performance that could be predicted by perception for appraisal and organizational commitment, the perception for appraisal and organizational commitment were entered in the regression equation. Organizational commitment accounted for 21% of the variance in the performance. Consequently accuracy predicted organizational commitment. Organizational commitment predicted performance. Conclusions: Findings indicate the need to increase accuracy of performance appraisal to promote organizational commitment and performance in perioperative nurses.

Study on the relationship between trust and organizational performance in local administrative organization- Focused on the local administrative organizations in Gangwondo-

  • Kim, Sun-Ok;Park, Sung-Yong;Lee, Hee-Choon
    • Journal of the Korean Data and Information Science Society
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    • v.21 no.5
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    • pp.983-997
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    • 2010
  • This study is to explore the relationship between trust in local administrative organization and organizational performance. Local administrative organizations provide the citizens with administrative services. Heightening the organizational performance contributes the citizens' happiness and the stream of times through organizations' change. To provide high quality of administrative service to citizens, trust in organizations is more important than any other capital. The improvement of organizational performance needs through this social capital. Factors about trust variables and organizational performance variables are extracted through the theoretical discussions. To do the research, public servants in 7 local administrative organizations of Gangwondo were asked to do the survey about how trust in organizations affects organizationa performances. The results explain that trust variables are related to organizational performance, and the local administrative organization which is high in trust is high in organizational performance. Trust in local administrative organizations improves the organizational performance internally and the organization will obtain trust from the citizens externally.

The Effect of Ethical Management on Organizational Performance

  • Kim, Chan-Jung
    • International Journal of Contents
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    • v.5 no.1
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    • pp.56-61
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    • 2009
  • The main purpose of this study is to examine the effect of ethical management on job performance. For the study, CEO's will, ethical management system and external ethical activity are selected as subordinate variables of ethical management. Therefore, the concrete purpose of this study are four issues: (1) to examine the effects of CEO's will on organizational trust,. (2) to examine the effect of ethical management system on organizational trust, (3) to examine the effects of external ethical activity on organizational trust, (4) to examine the effects of organizational trust on organizational performance. The sample for this empirical study is collected from 334 employees of 5 different companies executing ethical management. The results of analysis are as follows. First, there is a positive effect of CEO's will on organizational trust. Second, there is no effect of ethical management system on organizational trust. Third, there is a positive effect of external ethical activity on organizational trust. Last, there is a positive effect of organizational trust on organizational performance. Based on the results of this study, we suggested implications for business strategies and effective alternatives for ethical management.

The Impact of Management's Values on Organizational Performance: Focusing on the Mediating Effect of Value Consistency

  • Kim, Moon Jun
    • International Journal of Advanced Culture Technology
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    • v.7 no.4
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    • pp.76-85
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    • 2019
  • This study examined the mediating effect of management's values on organizational performance and between them. Hypotheses 1, 2, 3, and 4 which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, hypothesis 4, the value consistency of the members of the organization, had a mediating effect between the organization performance on value management. The results of this study were all adopted research hypotheses. Therefore, management's values have a significant impact on the theoretical and practical aspects by showing the relationship between organizational members' value consistency and organizational performance. In the future, the necessity of further research on management's values and member's value consistency through various fields for organizational performance has emerged.

An effective operation of Balanced Scorecard(BSC) in Public Organizations (공조직에서의 BSC의 효과적인 운영)

  • Kim, Jin-Hwan
    • Management & Information Systems Review
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    • v.27
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    • pp.71-99
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    • 2008
  • This study investigates the relationships between three BSC communication attributes(support of organizational culture, message valid, and knowledge sharing) and organizational learning and how that translates into relationship organizational performance in public organization. In this paper, first, past studies on BSC communication and organizational learning that identify the attributes of effective communication and organizational learning in organizational performance are reviewed. Second, a research model, key variables, and three hypotheses tested by PLS(partial least squares) are presented. The data was collected from BSC champions and managers of 53 public organizations in Korea. The results indicate, first, BSC communication (except for support of organizational culture) have not significant related to organizational performance. Therefore, H1 was not supported. Second, the structural path coefficient between support of organizational culture and message valid and organizational learning are statistically significant and in the hypothesized direction. But the knowledge sharing has not significant relationship with organizational learning. Therefore, H2 was partially supported. Third, organizational learning was significantly positively related to organizational performance. H3 was supported. Finally, organizational learning play a significantly positive role in mediating the relationship between BSC communication and organizational performance. The theoretical contributions, limitations, as well as future research directions are discussed at the end of the paper.

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The Relation between Orientation of Learning, Marketing, Entrepreneurs, and Organizational Culture and Organizational Performance (학습지향성, 시장지향성, 기업가지향성이 조직문화에 따라 경영성과에 미치는 영향)

  • Lee, Suk-Young;Moon, Song-Chul
    • Journal of Information Technology Applications and Management
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    • v.18 no.2
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    • pp.109-134
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    • 2011
  • This dissertatioionstudied the relation between orientation of learning, marketing, entrepreneurs and organizational culture and organizational performance. This study tried to look out the factors that the peoples of an organization takes part in the organizational culture to be related to the cultural efficiency and organizational performance. Accordingly result of this study, orientation of learning, marketing, entrepreneurs is related to organizational culture and organizational performance. Customer orieatation of marketing orientation showed a positive effect for organizational non-finantial performance according to mission consciousness of organizational culture.