Appreciation Level and Organizational Performance

Appreciation Level and Organizational Performance

Murako Saito (Waseda University, Japan)
Copyright: © 2008 |Pages: 7
DOI: 10.4018/978-1-59904-889-5.ch015
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Abstract

Corporate environment changing with the advent of information technology and with diversified organization has been inquired to redesign to transform into an intelligent and innovative organization, so that corporate vision and organizational goals in the subsystem of corporate are provided for being shared by multidisciplinary workers and other stakeholders, and corporate social responsibility can also be shared by all the participants. System matching between developing levels in technological systems, and also cognitive fit in the levels of individual, team/group and organization are required not only to maintain good balance, but also to enhance operational and organizational resilience in making appropriate shifts to adapt to changing social environment. To make the shift successfully, cognitive fit or value alignment between individuals and collectives in the environment of advanced technologies is to be studied, so that corporate social responsibility, or for corporate prosperity is to be shared by all the stakeholders.

Key Terms in this Chapter

Team Coherence: Measured by applying the TMX (Team Member Exchange Quality) developed by Seers (1989). Team coherence was evaluated in this chapter to define mutual support, group cohesiveness, trust, responsibility for team goals, and team reciprocity as defined by the developer.

Performance Reliability: In this chapter, concept and methodology of performance reliability developed by Hollnagel (1998) were applied in predicting human error during work, measured by using nine common performance conditions (the CPCs) with a four-point scale: very efficient, efficient, inefficient, and deficient. Improved reliability and reduced reliability are also measurable by using the CPCs.

Fairness: Fairness in this chapter is defined in two aspects: fairness-1 signifies how subjects feel about team performance evaluation; and fairness-2 means how subjects feel about individual effort-demand fairness (Janssen, 2001; Siegrist, 1996) by preparing 14 questionnaire items with a four-point scale: totally disagree to totally agree.

Job Satisfaction: Measured by preparing six questionnaire items representing satisfactions about the work allotted, meaning of work, and work pride with a four-point scale: strongly disagree to strongly agree.

Appreciation: Value consciousness or understanding in organizational environments in which subjects engage. The degree of appreciation in organizational contexts has an effect on individual and organizational performances. In this chapter, appreciation was measured by clustering subjects into two groups, the higher and lower groups, in terms of the degree of appreciation on individual disciplinary goals, team goals, and organizational goals.

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