Abstract In response to the challenges of the globalized knowledge economy as well as the fierce competition from the global society, Bureau of Employment and Vocational Training, Council of Labor Affairs, Executive Yuan, referred to the foreign manpower training policies and developed Taiwan TrainQuali System Scorecard fairly suitable for our national enterprise so as to create the economic peak in Taiwan. It has been still unknown if Taiwan TrainQuali System Scorecard had a significant effect on the organizational performance since Bureau of Employment and Vocational Training, Council of Labor Affairs, commenced the application of Taiwan TrainQuali System Scorecard in 2005. Accordingly, the purposes of this study lied in 1) to study if the adoption of TTQS (Taiwan TrainQuali System) had a significant effect on the organizational performance, 2) to make a differential analysis on the organizational performance generated due to different industry category, and 3) to make a differential analysis on the organizational performance generated due to different employee characteristics. This study sample included Phoenix Tours in the service industry, Sheng Yu Steel Co., LTD in the manufacturing industry, as well as Orient Semiconductor Electronics, LTD in the high-tech industry. This study delivered 580 copies of questionnaires to the employees of Phoenix Tours, Orient Semiconductor Electronics, LTD and Sheng Yu Steel Co., LTD. The effective samples were 354 copies. The founding was described as follows by means of reliable analysis, factor analysis, ANOVA and t-test. 1. The adoption of TTQS had a positively significant rise in the organizational performance. 2. The employees in the service industry had a significantly more positive opinion over the organizational performance after adopting TTQS than those in the manufacturing and service industries. 3. The approval in the increase of the organizational performance after the adoption of TTQS was significantly different due to the different employee characteristics.

Western enterprises have problems that people in essential position get older and population of baby boom will retire, and enterprises in Taiwan have the gap of talents in next generation. ¡§The War of Talent¡¨ is the most servious war that enterprises will face in next decade, and Asian and Pacific companies particularly focus on successor issue. Systematic succession management originates from the Western, which is different from the Eastern enterprises. Therefore, the main purpose of this study is to explore the relationships among organizational cultures, succession planning cognition, organizational performance. Besides, the moderating effect of developmental human resource configuration on organization culture and succession planning cognition. This study adopted confirmatory factor analysis (CFA) and multiple regression analysis to anylyze data based on 181 returned questionnaires of HR managers in various industries The findings are as follows: 1. There were significant differences based on different organizational characteristics in organizational culture, succession planning cognition, and organizational performance. 2. The different organizational culture significantly affected succession planning cognition, and organizational performance, respectively. However, there is no siganificant correlation between succession planning cognition and organizational performance. 3. There was not mediating effect of succession planning cognition on organizational culture and organizational performance. 4. There was the moderating effect of developmental human resource configuration between organizational culture and succession planning cognition. The results could be the references to the relative enterprises to help them understand how to communicate succession planning program with organizational members and improve organizational performance.

Diss. Stockholm : Stockholms universitet, 2005.

A teoria dos stakeholders tem apresentado significativos avanços conceituais quanto a criação e distribuição de valor para os stakeholders. No entanto, algumas questões ainda são pouco exploradas nessa literatura. Uma delas refere-se à relação entre a distribuição de valor para os stakeholders e o desempenho organizacional. Esta pesquisa contribui com esta questão ao analisar a relação entre distribuição de valor tangível e intangível para o stakeholder funcionário e o desempenho organizacional. Como objetivos específicos, definiu-se: a) analisar a relação entre distribuição de valor tangível para os funcionários e o desempenho de curto e longo prazo da empresa; b) analisar a relação entre distribuição de valor intangível para os funcionários e o desempenho de curto e longo prazo da empresa. Para operacionalização da pesquisa foi selecionado o stakeholder funcionário, uma vez que este é um dos stakeholders mais estreitamente ligado à criação de valor da empresa, tem acesso a informações chaves, possui competências críticas para a geração de renda, e, consequentemente, um custo de reposição muito alto. A Revisão de Literatura abordou três teorias. A primeira foi a Teoria dos Stakeholders, da qual emergiu o problema de pesquisa. A segunda teoria utilizada foi a Gestão Estratégica de Recursos Humanos que contribuiu para a discussão sobre atendimento do stakeholder funcionário e desempenho organizacional. Por fim, foram empregadas teorias de motivação para explicar como o valor distribuído ao funcionário afeta sua motivação e, consequentemente, o desempenho organizacional. O método utilizado compreende uma abordagem quantitativa, cuja análise dos dados foi realizada por meio da técnica de regressão. Foram analisadas 40 empresas ao longo de quatro anos. A amostra compreendeu o conjunto de empresas que responderam ao questionário do Índice de Sustentabilidade Empresarial (ISE), da BM&FBovespa, nos anos de 2010 à 2013. Este conjunto incluiu tanto empresas de capital aberto, listadas na Bolsa de Valores, quanto suas controladas. Os resultados desta pesquisa indicam que o valor tangível está mais associado ao desempenho de curto prazo enquanto o valor intangível tem efeitos no desempenho de longo prazo. Esta pesquisa apresenta contribuições teóricas e gerenciais. Sob o ponto de vista teórico, apresenta os mecanismos pelos quais a distribuição de valor para o stakeholder funcionário afeta o desempenho organizacional e testa empiricamente essa relação. Em termos gerenciais, os resultados são úteis para os gestores na decisão de que tipo de valor distribuir para o atendimento do funcionário que resulte em um melhor desempenho organizacional. / The Stakeholder Theory has shown significant conceptual advances regarding the value creation and distribution for stakeholders. However, some issues remain little explored in this literature. One of these issues is relate to the relationship between value distribution for stakeholders and organizational performance. This research contributes to this issue since analyze the relationship between the distribution of tangible and intangible values for the employee stakeholder and organizational performance. The specific objectives are: a) analyze the relationship between distribution of tangible value for employees and short and long-term organizational performance; b) analyze the relationship between distribution of intangible value for employees and short and long-term organizational performance. In order to perform the research it was selected the employee stakeholder, since this is one of the most closely stakeholder associated with the firm\'s value creation, has access to key information, critical skills to generate rent, and high replacement cost. The Literature Review section covers three theories. The first one is the Stakeholders Theory, from which the research problem emerged. The second theory is the Strategic Human Resource Management (SHRM), which contributed to the discussion on the employee stakeholder and organizational performance. Finally, theories of motivation were used to explain how the value distributed for employees affects their motivation and therefore organizational performance. The method comprised a quantitative approach, which analysis was performed through the regression technique. It was analyzed 40 firms over four years. The sample is composed by firms that responded the Corporate Sustainability Index (ISE) questionnaire, from the BM&FBovespa, in the years from 2010 to 2013. This set of firms included both publicly traded companies listed on the Stock Exchange, and their subsidiaries. The results indicate that the tangible value is more associated with short-term performance while the intangible value has effects on long-term performance. This research presents theoretical and managerial contributions. From the theoretical point of view, this study presents the mechanisms through which the distribution of value for employees affects organizational performance and test empirically this relationship. In terms of management, the results are useful to managers decide what kind of value distribute to employees in order to achieve a better firm performance

FundaÃÃo Cearense de Apoio ao Desenvolvimento Cientifico e TecnolÃgico / A cultura organizacional pode ser compreendida como um fenÃmeno dinÃmico, constantemente desempenhado e criado e constantemente vivenciado pela interaÃÃo entre pessoas, sendo moldado por comportamento de lideranÃa e um conjunto de estruturas, rotinas, regras e normas que o orientam e o restringe (SCHEIN, 1984), com impacto no desempenho organizacional. O propÃsito central desta pesquisa à analisar como se dà a relaÃÃo entre a cultura de aprendizagem e o desempenho organizacional em emissoras de TVs cearenses, na percepÃÃo de seus colaboradores. O estudo da cultura de aprendizagem e do desempenho nas empresas de TVs cearenses que estÃo em constante processo de mudanÃas e inovaÃÃes, justifica-se por contribuir para uma Ãrea que, ainda, à pouco explorada na literatura brasileira. A base teÃrica desse estudo sÃo os fatores de cultura de aprendizagem organizacional e o desempenho organizacional (EASTERBY-SMITH; BURGOYNE; ARAÃJO, 2001; YANG, 2003; SCHEIN, 1984, 2009; MARSICK E WATKINS, 2003; REBELO; GOMES, 2008; LIMA; ARRUDA, 2012). Trata-se de uma pesquisa quantitativa e descritiva, realizada mediante survey junto Ãs emissoras TV Jangadeiro, TV Verdes Mares e TV UniÃo, localizadas na cidade de Fortaleza, estado do CearÃ. Foi aplicada uma versÃo simplificada do questionÃrio âDimensions of the Learning Organization Questionnaire (DLOQ-A)â desenvolvido por Yang (2003), que contempla o processo de aprendizagem em nÃveis individual, grupal e organizacional. O questionÃrio contÃm 27 questÃes fechadas, com escala tipo Likert (1 - Quase nunca a 6 - Quase sempre), aplicado em formulÃrio impresso, junto aos 95 colaboradores das emissoras pesquisadas. Para a anÃlise dos dados, foi utilizado o software SPSS versÃo 19. ApÃs analisar os resultados, pode-se inferir que, os fatores de cultura de aprendizagem que apresentaram maior capacidade explicativa do desempenho financeiro foram: no nÃvel individual, Oportunidade para a Aprendizagem ContÃnua (OAC); e, no nÃvel organizacional, Desenvolvimento da VisÃo SistÃmica da OrganizaÃÃo (DVSO), Sistemas para Capturar e Compartilhar a Aprendizagem (SCCA) e EstÃmulo à LideranÃa EstratÃgica para a Aprendizagem (ELEA). Os fatores de cultura de aprendizagem que apresentaram maior capacidade explicativa do ganho organizacional foram: no nÃvel individual, Oportunidade para a Aprendizagem ContÃnua (OAC); nÃvel grupal, ColaboraÃÃo e Aprendizagem em Equipe (CAE); e, no nÃvel organizacional, DelegaÃÃo de Poder e Responsabilidade (DPR) e Desenvolvimento da VisÃo SistÃmica da OrganizaÃÃo (DVSO). O coeficiente de regressÃo () referente à cultura de aprendizagem foi de 0,763. Isso implica que, ao se aumentar em uma unidade a cultura de aprendizagem, o desempenho organizacional nas emissoras de TV serà aumentado em 0,763 unidade. Vale ressaltar que a significÃncia do modelo à alta, com pode ser comprovado pelo valor da estatÃstica F (142,214). Por fim, constatou-se que a cultura de aprendizagem possui forte influÃncia no desempenho organizacional nas emissoras de TV pesquisadas, na percepÃÃo de seus colaboradores. / Organizational culture can be understood as a dynamic phenomenon constantly created and played by the interaction between people, shaped by leadership behavior and a set of structures, routines, rules and norms that guide and restrict (SCHEIN, 1984). The main purpose of this research is to analyze how is the relationship between learning culture and organizational performance on TV broadcasters of Cearà state, in the perception of its employees. The study of the culture of learning and performance of these firms, that are in constant process of changes and innovations, justified by contributing to an area that has been little explored in the Brazilian literature. The theoretical basis of this study are the factors of organizational learning culture and organizational performance (EASTERBY-SMITH; BURGOYNE; ARAÃJO, 2001; YANG, 2003; SCHEIN, 1984, 2009; MARSICK E WATKINS, 2003; REBELO; GOMES, 2008; LIMA; ARRUDA, 2012). This is a quantitative and descriptive survey conducted by TV broadcasters together to Jangadeiro, TV Verdes Mares and TV UniÃo, located in the city of Fortaleza, state of CearÃ. It was applied a simplified version of the questionnaire "Dimensions of the Learning Organization Questionnaire (DLOQ-A)" developed by Yang (2003), which includes the process of learning at the individual, group and organizational. The questionnaire contains 27 closed questions with Likert scale (1 - Almost never to 6 - Almost always) applied in printed form, along with 95 employees of the stations surveyed. For data analysis, we used SPSS version 19. After analyzing the results, it can be inferred that the factors of learning culture with the highest explanatory power of financial performance were: the individual level, Opportunity for Lifelong Learning (OLL) and, at the organizational level, Development of Systemic View Organization (DSVO), Systems to Capture and Share Learning (SCSL) and Incentives for Strategic Leadership for Learning (ISLL). The factors of learning culture with the highest explanatory power of organizational gain were: the individual level, Opportunity for Lifelong Learning (OLL); group level, Collaboration and Team Learning (CTL) and, at the organizational level, Empowerment and Responsibility (ER) and the Development of a Systemic Vision of the Organization (DSVO). The regression coefficient () on the learning culture was 0.763. This implies that, if a unit increase in the learning culture, organizational performance in the TV stations will be increased by 0.763 unit. It is noteworthy that the significance of the model is high, can be seen with the value of the F statistic (142.214). Finally, it was found that the learning culture has a strong influence on organizational performance in TV stations surveyed, the perception of its employees.

O objetivo principal da tese é investigar a relação entre a distribuição de valor para os stakeholders e o desempenho financeiro corporativo. O estudo foi realizado em uma amostra de 62 empresas que responderam o questionário do Índice de Sustentabilidade Empresarial (ISE) da Bolsa de Valores B3 - Brasil, Bolsa Balcão em 2011, 2012 e 2013. A distribuição de valor para stakeholders foi mensurada pelo questionário ISE e a variável de desempenho financeiro pelo retorno sobre o ativo (ROA). As hipóteses foram testadas por modelos de regressão para dados em painel. Os resultados revelaram uma relação positiva entre distribuição de valor para stakeholders e o desempenho financeiro das empresas. Os achados da pesquisa suportaram a hipótese de que o valor relacional está mais associado ao desempenho financeiro que o valor transacional. Os resultados também mostraram que o equilíbrio na distribuição de valor incremental entre stakeholders primários está associado ao desempenho financeiro corporativo. Concluiu-se que distribuição de valor relacional e o equilíbrio na distribuição de valor incremental para os stakeholders primários podem levar a empresa a obter vantagens competitivas que levam a um desempenho superior. A contribuição da pesquisa consiste na classificação do valor incremental como uma ferramenta de análise da estratégia de distribuição de valor para stakeholders, que envolve o balanceamento dos interesses e a priorização de stakeholders. A pesquisa também contribui para evidenciar a importância do valor relacional para a obtenção de vantagens competitivas e desempenho financeiro superior. / The main purpose of this thesis is to investigate the relationship between value distribution to stakeholders and corporate financial performance. The sample is composed by 62 companies that answered the questionnaire of the Corporate Sustainabity Index (ISE) of the Brazilian Stock Exchange B3 - Brasil, Bolsa Balcão in 2011, 2012 and 2013. The value distribution to stakeholders was measured by the ISE questionnaire and the financial performance variable was the return on assets (ROA). The hypotheses were tested by panel data regression models. The results revealed a positive relationship between value distribution to stakeholders and financial performance. The findings supported the hypothesis that relational value is more associated with financial performance than transactional value. The results also showed that the equilibrium in the incremental value distribution among primary stakeholders is associated with the corporate financial performance. It was concluded that the distribution of relational value and the balance in the distribution of incremental value to the primary stakeholders can lead the company to obtain competitive advantages and superior performance. The research contribution consists in the classification of the incremental value as a tool to analyze the value distribution strategy for stakeholders, which involves balancing interests and stakeholder prioritization. The research also contributes to highlight the importance of relational value to obtain competitive advantage and superior financial performance.

Against the background of frequent organizational changes and restructuring, often based on impulsive decisions rather than structured feasibility studies or evaluations, this study examines the nature and influence of management on the performance of the Ethiopian public extension service. Based on a survey of 353 respondents from Oromia region, one of the nine regions in Ethiopia, representing various agro-ecological zones and managerial positions, the study examines the current level of organizational performance, the influence of the 2002 restructuring on organizational performance and the factors influencing the organizational effectiveness. The knowledge of these influences is important for improving the current and future design of organizational change and development practices. The study was guided by the following research questions: (1) how efficiently is the Oromia Bureau of Agriculture and Rural Development currently functioning? (2) what is the current situation of Oromia Bureau of Agriculture and Rural Development regarding managerial efficiency level and the application of improved management practices? (3) are there any differences between before and after 2002 organizational restructuring in terms of improvements in organizational performance? (4) what are the factors that currently influence, (enhance or restrain) the organizational and managerial functioning of OBARD? (5) are there any variations regarding assessed organizational and managerial performance between various categories of respondents? The findings show that the current organizational efficiency is low. The effect of the 2002 restructuring on organizational performance was negligible and mixed. The organizational performance was influenced by various factors. The most critical factors found to influence organizational performance were skilled manpower, availability of accommodation/offices, extension teaching aids; farmers’ willingness, collaborations between institutions, government policy and regulations and political forces. These findings can be useful in assisting managers in their endeavours to correct the weaknesses and to focus on the most critical issues for the improvement of organizational performance. Finally, this study raises issues that need policy and managerial interventions and have implications for further research. / Thesis (PhD)--University of Pretoria, 2010. / Agricultural Economics, Extension and Rural Development / unrestricted

There is a common thread of leadership research that theorizes the dynamic between a leader's behavior and their followers is essential in encouraging employees to exceed expectations, thereby increasing organizational performance (Bass, 1985; Bennis & Thomas, 2002; Kouzes & Posner, 1987). Research indicates transformational leadership correlates well with organizational culture, but the number of empirical studies is few. Kouzes and Posner (2002) maintain that organizations create culture; therefore a leader's behavior can and does affect organizational performance. Schein (2004) maintains it is leadership's duty to step outside the organizational culture to initiate changes (by their behavior) when warranted. The purpose of this study was to investigate the relationship between employee perceived leadership practices and organizational culture within the aerospace industry. The U.S. space shuttle operations prime contractor, United Space Alliance, was selected as the population for this research. This research addresses the current dilemma in NASA's manned spaceflight program and their contractors with regard to their future: Organizational and cultural change must occur or routine access to space for the United States will become obsolete (Bergin, 2007; Guthrie & Shayo, 2005; Mason, 2004). United Space Alliance provides a unique population within which to sample, as it is a joint venture LLC with employees of varying heritage companies and job occupations. Use of Kouzes and Posner's Leadership Practices Inventory-Other (LPI-O) and the Denison Organizational Culture Survey (DOCS) have not been performed in such an environment. Web-based surveys collected data from the Manufacturing and Operations directorate (N = 1793). A total of 367 surveys were completed for an initial response rate of 20.47%. Both the LPI-O and DOCS raw mean scores were compared against published databases; only the Enabling Others to Act practice scored as a moderate impact. Customer focus scored the highest amongst cultural indices, with all three Mission indices ranking in the lowest percentiles. Regression analyses indicated neither leadership practices nor cultural traits explained any differences within respondents. Hierarchical regression revealed the five leadership practices accounted for 24% of the Total Culture variance. Pearson's Product-Moment correlation examined the strength of linear association between the variables. This study provided statistically significant (ñ < .05), weak to moderate positive correlation coefficients for all hypothesized relationships.

<p>Cilj ovog istraživanja je ispitivanje uticaja orijentisanosti organizacije ka<br />implementaciji faktora uspe&scaron;nosti povratne logistike i prisustva barijera za<br />implementaciju povratne logistike na performanse organizacije.<br />je i utvrđivanje međuzavisnih uticaja faktora uspe<br />odnosno međuzavisnih uticaja barijera za implementaciju povratne logistike<br />Ispitane su veze navedenih faktora i izdvojeni ključni faktori, koji utiču na<br />proces implementacije povratne logistike u organizacijama<br />diskutovane i predložene mogućnosti za buduća istraživanja i d<br />smernice daljih pobolj&scaron;anja.<br />Doprinos istraživanja ogleda se, pre svega<br />naučnu i stručnu javnost, koje mogu predstavljati kvalitetne podloge<br />razvoju u oblasti.</p> / <p>The aim of this research is to examine the impact of the organization&#39;s<br />orientation on the implementation of reverse logistics (RL) success factors<br />and the presence of barriers to the implementation of RL on the<br />organization&#39;s performance. Also, the goal is to determine the interdependent<br />impacts of the RL success factors, ie the interdependent impact<br />barriers for the implementation of RL.<br />The links between these factors are examined and the key factors which<br />influence the process of implementation of RL in organizations have been<br />identified. The possibilities for future research have been identified,<br />discussed and proposed, and further improvement guidelines are given.<br />The research contribution is reflected, above all, in new information for the<br />scientific and professional public, which can represent qualitative<br />backgrounds for further development in the field.</p>

Purpose – The increasing importance placed on organizational performance in a highly competitive global business environment has been unmistakable in recent years. The performance of entry-level managers contributes significantly to the effectiveness of the overall organizational performance. The purpose of this paper is to explore the nature and dimensions of entry-level managers’ performance-related variables for a cross sectional sample of Portuguese organizations. Design/methodology/approach – Using a sample of 106 executives from Portuguese organizations, factor analysis was used to extract the underlying dimensions of effective performance of entry-level managers. Multiple regression analysis was used to explore the relationships between the critical performance dimensions revealed by factor analysis. Findings – The results of this study reveal the significance of personality-related aspects, learned aspects, and cognitive capacities on shaping the effective performance of entry-level managers. The practical implications of the results to business organizations and organizations of higher learning are examined. Research limitations/implications – The sample used in this study is specific in nature. It consists of executives from Portuguese organizations representing different industries. Thus, the results should be interpreted accordingly. Practical implications – Based on the results of this study, some important organizational implications regarding managerial training and development are advanced. Originality/value – This study empirically examines the Portuguese executives’ opinions regarding entry-level managers’ desired performance-related characteristics. It offers significant implications to both business and higher learning organizations, as they engage in joint ventures aimed at promoting effective managerial performance.