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What is Organizational Performance

Chapter 13
Managing Successful and Ethical Organizational Change
The ability of an organization to achieve goals, efficiently.
Published in Chapter:
Strategic, Performance, and Competency Management Models in Higher Education: A Narrative Review on Change Management
Carla M. B. F. Pires (CBIOS, Universidade Lusófona, Portugal)
Copyright: © 2023 |Pages: 27
DOI: 10.4018/979-8-3693-0235-4.ch013
Abstract
Management models are determinant for business, such as academies. The aim of the chapter is to study the application of strategic, performance and competency management models in higher education. The design used is a narrative review on strategic, performance, and competence management models. Papers and/or chapters were conveniently selected without time restrictions. The results show that strategic models are based on the development and implementation of strategies, followed by their evaluation and control. Performance models are based on the accountability and improvement of services/organizations, and workers' roles. Competency models describe workers' behaviors and skills. Besides the evaluation of workers/organization performance, strategic models should incorporate competence management evaluations. However, the number of studies on the present topic is scarce. Further studies are needed, such as systematic reviews and meta-analysis. This review was carried out by just one author. Empirical research and inferential methods were not applied.
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Chapter 10
Human Resource Management Practices and Organizational Performance in the New Normal: A Relational Analysis
It is defined as an organization's actual output or outcomes in comparison to its expected outputs (or goals and objectives).
Published in Chapter: Human Resource Management Practices and Organizational Performance in the New Normal: A Relational Analysis; From: Navigating the New Normal of Business With Enhanced Human Resource Management Strategies
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Chapter 19
Dynamic Specifications for Norm-Governed Systems
Comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). It is a broad construct which captures what organizations do, produce, and accomplish for the various constituencies with which they interact. Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development (Companion to Organizations, J. Baum Eds., Oxford Blackwell, UK, 2002).
Published in Chapter: Dynamic Specifications for Norm-Governed Systems; From: Handbook of Research on Multi-Agent Systems: Semantics and Dynamics of Organizational Models
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Chapter 12
Effective Leadership Practices Transform Graduate Education
An operational approach to improve the utilization of knowledge-based frameworks (i.e., organizational member's collaboration, T-shaped skills (traits that make employees valuable), learning, and IT-support).
Published in Chapter: Effective Leadership Practices Transform Graduate Education; From: Elevating Intentional Education Practice in Graduate Programs
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Chapter 21
Knowledge Management Practices in a Greek Public Sector Organization: The Case of OAED
Comprises the actual output or results of an organization (or else the company’s performance) as measured against its intended outputs (or goals and objectives).
Published in Chapter: Knowledge Management Practices in a Greek Public Sector Organization: The Case of OAED; From: Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector
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Chapter 13
Trends in Macroergonomics Applications for Improved Work Systems
Measure of efficiency and effectiveness, with which administrators take advantage of resources to satisfy customers and achieve the goals of the organization.
Published in Chapter: Trends in Macroergonomics Applications for Improved Work Systems; From: Advanced Macroergonomics and Sociotechnical Approaches for Optimal Organizational Performance
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Chapter 6
Human Capital Management in the Context of the Implementation of Digital Intelligent Decision Support Systems and Knowledge Management: Theoretical and Methodological Aspects
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Chapter 6
The Roles of Knowledge Management and Organizational Innovation in Global Business
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Chapter 468
Organizational Assimilation Capacity and IT Business Value
Organizational performance denotes IT-enabled overall firm performance, including productivity, efficiency, profitability, market value, and competitive advantage (Melville et al., 2004 AU29: The in-text citation "Melville et al., 2004" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Published in Chapter: Organizational Assimilation Capacity and IT Business Value; From: Encyclopedia of Information Science and Technology, Second Edition
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Chapter 14
Business Environment as Key Driver of SME Performance
It is a measure of the accomplishment of the set objectives of a firm.
Published in Chapter: Business Environment as Key Driver of SME Performance; From: Sustainable and Responsible Entrepreneurship and Key Drivers of Performance
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Chapter 6
The Role of Performance Management Practices on Organizational Performance: A Functional Framework
The work related activities expected of an employee and an organization and how well those activities were executed.
Published in Chapter: The Role of Performance Management Practices on Organizational Performance: A Functional Framework; From: Handbook of Research on Strategic Business Infrastructure Development and Contemporary Issues in Finance
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Chapter 17
Impact of Organizational Culture on Performance during COVID-19 Pandemic: An Insight From the Malaysian Healthcare Industry
The performance or the organization is assessment of to what extend an organization has achieved its set goals and objectives. Organizational performance can be financial as well as non-financial performance. Financial performance includes aspects related to revenue, profits etc. while non-financial performance include organizations brand, employees, and other qualitative asses.
Published in Chapter: Impact of Organizational Culture on Performance during COVID-19 Pandemic: An Insight From the Malaysian Healthcare Industry; From: Handbook of Research on Challenges for Human Resource Management in the COVID-19 Era
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Chapter 14
Non-State SMEs in Vietnam: Understanding Strategic Situation and Implications for Organizational Performance
The outcome of an organization that is measured by different perspectives such as financial performance, market performance.
Published in Chapter: Non-State SMEs in Vietnam: Understanding Strategic Situation and Implications for Organizational Performance; From: Handbook of Research on Small and Medium Enterprises in Developing Countries
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Chapter 12
Analysis of the Possible Relationship Model Between Knowledge Management and Job Satisfaction: Aligning and Developing a Model as a Guideline for Service Staff Management in the Aviation Industry
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Chapter 10
The Role of Business Analytics in Performance Management
An analysis of a company's performance as compared to goals and objectives. Within corporate organizations, there are three primary outcomes analyzed: financial performance, market performance and shareholder value performance.
Published in Chapter: The Role of Business Analytics in Performance Management; From: Handbook of Research on Organizational Transformations through Big Data Analytics
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Chapter 10
Framework for Enhancing Organizational Performance: Haryana Government Departments, India
The measurement of achieving targets of organization to perform effectively keeping in view stakeholder objectives. The dimensions of performance varies in domains and are dependent on objectives set-forth as per stakeholder expectations.
Published in Chapter: Framework for Enhancing Organizational Performance: Haryana Government Departments, India; From: Handbook of Research on Civic Engagement and Social Change in Contemporary Society
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Chapter 14
Effective Strategic Implementation for Organizational Sustainability
Organizational performance supports a process approach, putting the emphasis on the internal process of using a set of metrics to quantify the efficacy and efficiency of activity.
Published in Chapter: Effective Strategic Implementation for Organizational Sustainability; From: Organizational Management Sustainability in VUCA Contexts
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Chapter 15
The Impact of Strategic Orientation and Reverse Logistics Capabilities on Organizational Performance
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Chapter 6
Tailored Leadership as a Post-COVID-19 Opportunity for Enhanced Performance
Maintaining or gaining market share through the combination of individual and team performance.
Published in Chapter: Tailored Leadership as a Post-COVID-19 Opportunity for Enhanced Performance; From: Business Models to Promote Technology, Culture, and Leadership in Post-COVID-19 Organizations
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Chapter 18
The Roles of Information Technology and Knowledge Management in Project Management Metrics
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Chapter 15
Utilizing the Lead User Method for Promoting Innovation in E-Recruiting
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Chapter 11
Professional Integrity for Educational Quality in Management Sciences
Capacity of the organization that harmonizes the individual group results and of the own organization; that stimulates performance; recognizes the perceptions of workers; and expresses the characteristics of the competencies that it has.
Published in Chapter: Professional Integrity for Educational Quality in Management Sciences; From: Quality Management Principles and Policies in Higher Education
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Chapter 10
Perceiving the Value of the Company in Managing Business Risks: Evidence From Finland
Elements affecting company performance such as financial and marketing factors, return on sales, return on investment, etc.
Published in Chapter: Perceiving the Value of the Company in Managing Business Risks: Evidence From Finland; From: Management Accounting Standards for Sustainable Business Practices
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Chapter 3
Fostering Supply Chain Management in Global Business
An analysis of a company's performance as compared to goals and objectives.
Published in Chapter: Fostering Supply Chain Management in Global Business; From: Handbook of Research on Global Supply Chain Management
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Chapter 1
Communication Systems and the Evolution of the Supply Chain
Organizational performance is the ability of an organization to reach its goals and optimize results. In today's workforce, organizational performance can be defined as a company's ability to achieve goals in a state of constant change.
Published in Chapter: Communication Systems and the Evolution of the Supply Chain; From: Handbook of Research on Blockchain Technology and the Digitalization of the Supply Chain
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Chapter 8
Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace
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Chapter 10
Agile Leadership and Organization Performance in the Perspective of VUCA
The actual output of a corporation compared to the output that the company anticipated to produce is one definition of organizational performance. This is a vast field that examines what an organization accomplishes and what it is capable of achieving as a result of its interactions with the numerous groups that make up its constituency.
Published in Chapter: Agile Leadership and Organization Performance in the Perspective of VUCA; From: Post-Pandemic Talent Management Models in Knowledge Organizations
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Chapter 2
The Potential Role of Intellectual Capital in the Process of Accounting Convergence
Elements affecting company performance such as financial and marketing factors, return on sales, return on investment, etc.
Published in Chapter: The Potential Role of Intellectual Capital in the Process of Accounting Convergence; From: Encyclopedia of Organizational Knowledge, Administration, and Technology
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Chapter 7
Human Capital Development
SHRM researchers have classified organizational performance into three essential groups related to HRM: 1) HR outcomes refer to those that are linked most directly to HRM organization; 2) operational outcomes are those associated with the goals of an organizational operation, such as productivity, product quality, and quality of service; and 3) financial outcomes.
Published in Chapter: Human Capital Development; From: Innovation and Social Capital in Organizational Ecosystems
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Chapter 4
The Influence of SHRM and Organizational Agility: Do They Really Boost Organizational Performance?
In this chapter ‘organizational performance’ is considered the process of organization’s economic development that facilitates organizations to be in line with the organizations existing human resources professional development.
Published in Chapter: The Influence of SHRM and Organizational Agility: Do They Really Boost Organizational Performance?; From: Handbook of Research on Contemporary Approaches in Management and Organizational Strategy
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Chapter 1
Multipath Serially-Mediating Mechanisms of Employee Attitudes and Behaviors: Socially Intelligent Leadership and Organizational Performance
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Chapter 11
Drawing the Technologies of Improving the Methods of Crisis Management Based on a Complex Approach
Elements affecting company performance such as financial and marketing factors, return on sales, return on investment, etc.
Published in Chapter: Drawing the Technologies of Improving the Methods of Crisis Management Based on a Complex Approach; From: Throughput Accounting in a Hyperconnected World
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Chapter 13
Creative Accounting and Its Impact on Financial Statements
Elements affecting company performance such as financial and marketing factors, return on sales, return on investment, etc.
Published in Chapter: Creative Accounting and Its Impact on Financial Statements; From: Management Accounting Standards for Sustainable Business Practices
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Chapter 9
Effect of Supply Chain Management Practices on Organizational Performance: An Empirical Approach
It is termed as how an organization effectively accomplishes or attains its marketing and financial performance.
Published in Chapter: Effect of Supply Chain Management Practices on Organizational Performance: An Empirical Approach; From: Emerging Applications in Supply Chains for Sustainable Business Development
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Chapter 10
Teleworking: New Challenges and Trends
The degree to which an organization achieves its objectives, taking into account its resources and means, as well as the dynamic capabilities of the organization in adapting to change.
Published in Chapter: Teleworking: New Challenges and Trends; From: Handbook of Research on Solving Societal Challenges Through Sustainability-Oriented Innovation
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Chapter 1
Organizational Climate Change: Diversity, Equity, Inclusion, and Belonging
Organizational performance encompasses tangible output of an organization as measured versus its projected yield related to product market performance, financial performance, and stockholder return ( Brimhall, 2019 ).
Published in Chapter: Organizational Climate Change: Diversity, Equity, Inclusion, and Belonging; From: Implementing Diversity, Equity, Inclusion, and Belonging Management in Organizational Change Initiatives
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Chapter 15
Performance as a Result of Managerial Accounting and Leadership Vision
Elements affecting company performance such as financial and marketing factors, return on sales, return on investment, etc.
Published in Chapter: Performance as a Result of Managerial Accounting and Leadership Vision; From: Throughput Accounting in a Hyperconnected World
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