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Global Alliance of Marketing and Management Associations (GAMMA). The purpose of this study was to examine the effects of employees’ extra-role behaviors on desired organizational outcomes in sport. An assessment of innovative work behaviors and organizational citizenship behaviors of Minor League Baseball team front office employees was conducted as organizations planned for an upcoming season. An empirical model controlling for extraneous factors was developed and tested. Results revealed organizational citizenship behaviors of front office employees positively affected attendance during the season for Triple-A and Double-A level franchises. No significant effects between employees’ organizational citizenship and team attendance was seen in lower level teams. Employees’ innovative work behaviors were not significantly related to team attendance. The current study indicates that these sport organizations may not be benefitting from the behaviors it celebrates in its employees, namely the extra role behaviors. This study has demonstrated that context specific factors can substantially alter expected employee and organizational behaviors.

To date, police organizations have not been rigorously analyzed by organizational scholars and most analysis of these organizations has been captured through a single construct. The purpose of this study is to develop confirmatory police organizational analysis by validating a multi-dimensional conceptual framework that explains the relationships among three constructs: environmental constraints, the design structures of police organizations, and organizational performance indicators. The modeling is deeply rooted in contingency theory, and the influence of isomorphism and institutional theory on the covariance structure model are investigated. One hundred and thirteen local police organizations from the State of Florida are included in this non-experimental, cross-sectional study to determine the direct effect of the environmental constraints on the performance of police organizations, the indirect effect of environmental constraints on the performance of police organizations via the organizational design structure of police organizations, and the direct affect of organizational design structure on performance of police organizations. For the first time, structural equation modeling and data envelopment analysis are used together to confirm the effects of the environment on police organization structure and performance. The results indicate that environmental social economic disparity indicators have a large positive effect on police resources and a medium effect on police efficiency. Propensity of crime indicators has a large negative effect on police resources, and population density has a small to medium negative effect on crime clearance. Structure has a much smaller effect on performance than the environment. The results of the efficiency analysis revealed unexpected findings. Three of the top five largest police organizations in the study scored maximum efficiency. The cause of this unexpected result is explained and confirmed in the covariance model. The study methodology and results enhances the understanding of the relationship among the constructs while subjecting environmental and police organizational data to two comprehensive analytical techniques. The policy implications and practical contributions of the study provide new knowledge and information to organizational management of police organizations. Furthermore, the study establishes a new approach to police organizational analysis and police services management research called Police Services Management Research (PSMR) that encompasses a variety of disciplines with a primary responsibility of theory building and the selection of theoretical framework.

Abstract:In the dynamic landscape of contemporary organizations, the complex interplay between motivation and employee performance creates a complex tapestry that shapes the path of success. Scholars recognize the important role of motivation in driving and promoting employee performance, yet a comprehensive understanding of the complex ways in which these values are embedded within the organization is lacking. There has been some research on the relationship between employee performance and motivation. The definition of motivation and two well-known theories of motivation are covered in this essay. A comprehensive examination of the literature is done to investigate the connection between motivation factors and employee performance. It has been discovered that employees' dedication to their work is influenced by both intrinsic and extrinsic motivation factors. The study explores the impact of motivation factors in organizational performance. A quantitative study based on Sweden Stockholm. Our findings show that motivation factors contribute significantly to employee performance and effectiveness. The quantitative method includes administering a wide range survey with employees working in Stockholm, Sweden to collect data on their motivation level and its impact on overall employee performance.

Supply reduction efforts by drug law enforcement departments are a significant factor in improving the effectiveness of drug control policies. As with other public organizations, the performance of drug law enforcement departments is one of the most important concerns for policy makers. Therefore, improving the performance of these departments is crucial in order for governments to constrict illegal drug markets and prevent illegal drug distribution. The literature suggests that social capital may have significant implications for policy makers and practitioners in terms of enhancing organizational performance.Social capital has recently been examined at the organizational level. It may contribute to organizational effectiveness by increasing motivation, solving coordination problems, facilitating information flow between individuals and organizations, and developing knowledge within organizations. Because of the nature of the work, drug law enforcement departments or agencies require information sharing, cooperation, and motivation, all possible derivatives of social capital.Using a measurement model of organizational social capital, this study examines relationships among three dimensions of organizational social capital. The influence of social capital on the perceived performance of drug law enforcement departments is investigated using structural equation modeling. Possible correlations among these dimensions or domains of organizational social capital are also empirically tested.Using survey data from 12 city law enforcement departments in Turkey, this study examines three social capital dimensions: (1) the structural dimension, concerning the extent to which officers within a department informally interact with each other; (2) the relational dimension, referring to the normative qualities of relationships among officers, such as trust and reciprocity; and (3) the cognitive dimension, reflected by shared language, shared interpretation, and shared vision.Four research hypotheses were tested and supported by the statistical results. The study's findings indicate that the relational and cognitive social capital variables have a direct and positive relationship with the perceived performance of drug law enforcement departments. Relational and cognitive social capital, as latent constructs, were shown to have a strong relationship with organizational performance. Structural social capital, however, does not have a direct relationship with but may indirectly influence performance. This result indicates that structural social capital may influence organizational performance only indirectly, through its joint influence with two other social capital domains. On the other hand, strong and positive intercorrelations were found among the three dimensions. The results suggest that social capital is essential for drug law enforcement departments because police officers who know, understand, and trust each other are more likely to work together efficiently and effectively towards achieving organizational performance.According to the findings, informal structures shaped by informal relations among officers within the departments may also be an important factor for organizational performance. Investing in the development of social interactions and networks and building trust within organizations is important in order for administrators to improve organizational performance. The results of this conceptually grounded and empirical study suggest that drug law enforcement departments or agencies should pay close attention to promoting social capital among officers in order to fight effectively against drug trafficking.

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This dissertation examines the association between transformational leadership and public organizational performance using different data and methods. Each of the three articles collected in this dissertation contributes to the scholarship exploring the interplay of transformational leadership and organizational performance using distinct data and interpretive methods, examining the interplay of its elements and a widely used outcome measure – organizational performance as a dependent variable. The first article presents evidence of the empirical studies analyzing the association between transformational leadership and public organizational performance. Based on a formal, replicable search method informed by current practices for the systematic evaluation of published evidence, this review collects and analyzes empirical research articles examining the association between transformational leadership and public organizational performance. A total of seven journal articles were identified that met the study criteria. The measures of the transformational leadership construct in these studies are different but show a common pattern of survey questionnaires with multiple-level responses. Moreover, transformational leadership is found to be positively associated with public organizational performance. Organizational performance is operationalized using several factors such as development, growth, creativity, and effectiveness in the included studies. Acknowledging the gap in the included studies, this review offers two research questions for further exploration to address the gaps in the existing studies. The second article explores the association between the elements of transformational leadership and federal organizational performance in very large and large federal agencies using Ordinal Logistic Regression (OLR) on quantitative survey data drawn from results of the OPM Federal Employment Viewpoint Survey. Statistical findings of this study show a positive relationship between the elements of transformational leadership and organizational performance. This study contributes to the transformational leadership and public management literature by adding the scholarship exploring the association between the elements of transformational leadership and public organizational performance. The third article explores the association between transformational leadership and organizational performance from the experiences and perspectives of U.S. federal agency employees. The data was collected through semi-structured interviews with federal leaders from very large and large agencies, as per the Office of Personnel Management's classification. The perceptions of federal employees reflect the interplay between transformational leadership behaviors and perceptions of organizational performance. The informants' interviews enhance the understanding of transformational leadership-organizational performance association from the employee perspective. A process of thematic coding and interpretation is employed to analyze the interview data. The study findings contribute to the management and leadership literature by exploring the lived experiences of federal employees and their perceptions of the influence of transformational leadership on organizational performance. Moreover, the replicable qualitative interview process and analysis methodology create a pathway for future qualitative research. / Doctor of Philosophy / The influence of leadership is widely studied in terms of organizational performance. Among the leadership theories thought to influence organizational performance, transformational leadership is the most widely studied theory. The theory has gained much attention in the past 40 years for its contribution to many positive organizational outcomes, including meaningful work, organizational commitment, job satisfaction, and organizational performance. Despite a rich history of research in positive organizational outcomes, scholars still argue that there are scopes further to advance the empirical research on transformational leadership theory. Hence, the purpose of this dissertation is to address this claim and analyze the interplay between transformational leadership and public organizational performance. Study findings will contribute to the literature on transformational leadership by empirically examining the interplay of its elements and federal organizational performance. Moreover, the application of three distinct methods and interpretative data analysis will add new evidence to the research of public management and leadership.

Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Performance in the Marketplace is what business is all about. Organisations are measured by their results and their stock exchange prices reflect their performance and the perception that the market has of them. The acronym 'Look at the Score board' is heard in passages of every organisation doing business in the market place. The question is: How can any organisation perform while looking at the scoreboard? Relate it to tennis players. How would tennis players perform if instead of keeping both eyes on the ball, they always had one eye on the scoreboard? In sports they talk of being in the zone. The harder athletes try to win, the less likely it becomes that they will. When people are in their zone, all of their attention is on what they are doing, and not on what they are accomplishing. Results then flow from their focus. Many organisations only watch the scoreboard - the bottom line. In doing so they take their eyes off the ball - their relationships with people. This gets them out of their zone and leads to long-term disaster. When organisations keep their eye consistently on the ball, operating their businesses by aligning with their core values, the scoreboard does in fact take care of itself. The research problem as addressed by this study is that of: 'how does an organisation change to become value based and how does an organisation use its values as a base to create a high performance culture within the organisation?' The study is a case study and the organisation used is Grootegeluk Coal Mine, a business unit of KUMBA Resources. The main objective of the study is to investigate the critical success factors for the establishment and management of a high-performance culture within organisations. The role of leadership in the establishment and management of a collaborative environment to ensure commitment and creativity and as a result a sustainable performance culture is investigated in depth. The field of leadership principles was researched and it was found that the conditions, which serve to minimise interference with potential so that it might be more fully expressed in performance, are conditions that encourage collaboration, commitment and creativity. The system is based on the Competence theory. Collaboration is a way for people to work together which requires, by definition, the fullest exploration and identification of their various resources. Such a process increases the number of ideas and amount of information available for planning and making work related decisions. Collaboration is the leader's primary strategy for acknowledging love and work together so that both may be served. It is a means to identifying a" the possibilities. The human desire for productive love, labouring to make something grow, reflects the hunger for commitment. People want to be committed, it is a natural state, which must be realised for people to prosper and be healthy. Commitment is always the result of something; it is a by-product of one's opportunities to experience self-expression and, while often given difficult birth, it is easily lost unless attention is given to its maintenance and care. The seeds of commitment may be sewn through opportunities as in collaborative exchanges, but for its potential to be fully realised, promises must be kept and expectations must be met. Creative power is the first cause of all behaviour, and the basic human instinct for self-realisation, completion and perfection is the driving force of life itself. The principle of creativity simply reflects the grand theme, the nature of people at work. The urge and capacity for creativity are part and parcel of the human condition. The potential of high performance is at hand in organisations and may manifest when the leaders are guided by the principle of creativity. The essential characteristics of the work environment necessary for the release of potential are conditions that encourage: collaboration, commitment and creativity. Workers have little control over such conditions. Leaders, therefore, determine organisational performance because they create - or fail to create - the environmental conditions which minimise interference with available potential. This means that leaders desiring high performance must make sure that collaboration, commitment, and creativity - the conditions in support of competence and its release - are present in their organisation. It is possible to measure the dimensions of collaboration, commitment, and creativity within an organisation through the technique of Organisation culture analysis. Leadership Systems International has studied the relationship of such conditions to performance. In one study high-performing organisations were compared with low-performing organisations and, in every case, it was found that high-performing organisations can be characterised by significantly greater support for collaboration, commitment, and creativity than were lowperforming parts of the same organisations. The major conclusion from this research is that performance varies as conditions for competence vary. Therefore, for those concerned about quality and productivity, the implications are clear: For people to perform well, to do their best, they must be provided with an organisational environment that releases their potential by supporting their natural capacity and need for doing what needs to be done, for working productively. The Organisation culture analysis that was used on Grootegeluk Mine indicates that, despite the improvement in culture, a gap still exist between the Grootegeluk culture and that of the average of benchmarked organisations in South Africa. The policies and practices of the Grootegeluk organisation fall into the quasi-collaboration, quasi-commitment and quasi-creativity range. This means that the value structure, information flow, personal practices of managers and climate combine to encourage but does not facilitate attempts to collaborate and that power dynamics, incentive structures, and work relationships are managed in ways that encourage but fail to facilitate the development of widespread commitment. This also means that the work environment, social dynamics, and problem solving processes are managed in ways that encourage but does not facilitate attempts at creativity. The Organisation culture analysis indicates that the Grootegeluk management needs to make a profound leadership impact to ensure success. It must be remembered that a high-performance culture is part of a broader process of continuous improvement. People are only one part in this model, but people are the enablers, ensuring that the processes and technology changes through creativity. The recommendation is for the Grootegeluk Management to use the current performance culture base to build on a new high-performance culture whereby the organisation can change itself from the current quasicollaborative, quasi-committed and quasi-creative organisation to an organisation where these competence factors are world best. This will ensure that Grootegeluk becomes an organisation that will be able to withstand future storms and an organisation that will outperform the mining and minerals sector. / AFRIKAANSE OPSOMMING: Die hoofdoel van besigheid is om te presteer. Organisasies word gemeet aan die resultate wat hulle vir beleggers gee. Die gesegde vergelyk dit met sport wanneer daar verwys word na die telbord. Die vraag is, hoe kan enige organisasie presteer deur die telbord dop te hou? Vergelyk dit met 'n tennisspeler. Hoe kan 'n tennisspeler presteer deur die telbord dop te hou en nie die oog op die bal te hou nie. Daar word gepraat van 'n sportman wat gemaklik is, en dan presteer. Indien atlete nie gemaklik is nie, kan hulle nie fokus op wat hulle doen nie, en as gevolg daarvan nie presteer nie. Baie organisasies fokus nie op wat hulle doen en hoe hulle dit doen nie, maar op die telbord - hulle resultate. Dit het tot gevolg dat organisasies hulle oog van die bal - hulle verhoudings met hulle werknemers - afhaal. Dit het negatiewe langtermyn gevolge. Wanneer organisasies hulle besigheid belyn met hulle waardestelsel, sorg die telbord vir homself. Die studie ondersoek die vraag: Hoe verander 'n organisasie na 'n waardestelsel gedrewe organisasie en hoe gebruik so 'n organisasie sy waardestelselom 'n prestasiekultuur te vestig? Die studie is 'n gevallestudie van KUMBA Resources se Grootegeluk Steenkoolmyn naby Lephalale. Die hoofdoel met die studie is om die kritiese suksesfaktore vir die vestiging van 'n prestasiekultuur te bepaal. Die rol van leierskap in die proses van hierdie kultuurvesting word bestudeer. Die studie ondersoek spesifiek die Jay Hall teorie van samewerking, toewyding en kreatiwiteit. Hierdie teorie is in diepte bestudeer en daar is bevind dat omstandighede wat inmenging in potensiaal mimimeer, juis samewerking, toewyding en kreatiwiteit maksimeer. Samewerking is in hierdie geval 'n proses wat werknemers dwing om ten diepste te delf in hulle hulpbronne om alle moontlike idees te ondersoek. Toewyding word in hierdie geval gedefinieer as die behoefte om produktief te werk en iets te laat groei uit daardie werk. Kreatiwiteit is die oorsprong van gedrag. Die beginsel van kreatiwiteit is gewoon die natuur van die mens wat werk. Die behoefte om te presteer is dus deel van die mens se natuur en die potensiaal van prestasie is dus deel van enige organisasie en behoort te manifesteer indien die leiers deur die beginsel van kreatiwiteit gelei word. Die beginsels van samewerking, toewyding en kreatiwiteit is nodig om prestasie aan te wakker. Werknemers het egter min beheer oor hierdie omgewingsfaktore terwyl leiers oor die sleutels beskik om die faktore te maksimeer. Dit is moontlik om hierdie omgewingsfaktore te meet. Die metings word deur Leadership Systems International gedoen en is gebaseer op navorsing wat hulle deurlopend doen. Die navorsing wys dat organisasies wat presteer in elke geval beter in die faktore van samewerking, toewyding en kreatiwiteit presteer. Dit wys dat mense beter presteer in 'n omgewing waar hulle potensiaal benut word deur inmenging te minimeer. Die meting op Grootegeluk Myn wys dat ten spyte van 'n verbetering in die organisasie kultuur, daar steeds 'n gaping bestaan indien die organisasie met 'n gemiddelde van ander organisasies in Suid Afrika vergelyk word. Die omgewingsfaktore van samewerking, toewyding en kreatiwiteit ondersteun wel prestasie, maar fasiliteer dit nie. Die studie wys dat die Grootegeluk Bestuurspan 'n groot leierskapsimpak moet maak om verdere sukses in prestasieverbetering te behaal. Die aanbeveling van die studie is dat die huidige prestasie basis en - kultuur gebruik moet word as basis om verder uit te bou aan die faktore van samewerking, toewyding en kreatiwiteit. Dit sal verseker dat Grootegeluk toekomstige storms sal afweer en dat die organisasie beter as die mynbou en minerale sektor sal presteer.

Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: South Africa is a land of contrasts - contrasts in its landscape, cultures and business. Highly successful organisations exist in South Africa. The less fortunate organisations can learn a lot from them and other successful international organisations. Business has become a highly sophisticated science and although a recipe for instant success does not exist, the criteria described in this study can enhance an organisation's chances for success considerably. The first section of the study focuses on a literature study of nine critical factors identified in successful organisations. The study covers: Vision, Map, Customer Focus, Confidence, Standards, Drive, Teamwork, Support and Belonging. The establishment and development of these critical factors within an organisation are fundamental in highly successful organisations. The study will defines and develops these factors into practical and understandable criteria to be used and measured in an organisation. It further uses the criteria to show where an organisation could be failing and highlights some common mistakes that can be avoided. The study also provides business models to develop these criteria. The second section of the study focuses on an internal survey done at Rubico (Pty) Ltd, to measure the criteria explained in the first section. The survey highlights areas where Rubico (Pty) Ltd is functioning well, but also identifies shortcomings. The survey can be used as a measuring tool to provide insight into areas where an organisation is lacking and give the user the ability to manage more effectively. / AFRIKAANSE OPSOMMING: Suid-Afrika is 'n land van kontraste - kontraste in die landskap, kulture en sakewêreld. Daar bestaan baie suksesvolle organisasies in Suid-Afrika. Minder suksesvolle organisasies kan baie leer by hierdie en ander suksesvolle internasionale organisasies. Besigheid het verander in 'n hoogs gesofistikeerde wetenskap en hoewel daar geen resep bestaan vir oornagsukses nie, kan die kriteria wat beskryf word in hierdie studie 'n organisasie se kanse op sukses verbeter. Die eerste deel van die studie fokus op 'n literatuurstudie oor nege kritiese faktore wat in suksesvolle organisasies geïdentifiseer is. Die studie spreek die volgende aan: visie, strategie, verbruiker fokus, vertroue, standaarde, dryfkrag, spanwerk, ondersteuning en "belonging". Die daarstelling en ontwikkeling van hierdie faktore binne die organisasie is fundamenteel in hoogs suksesvolle organisasies. Die studie definiëer en ontwikkel hierdie faktore in praktiese en verstaanbare kriteria wat gebruik en gemeet kan word binne 'n organisasie. Verder gebruik die studie hierdie kriteria om aan te dui waar 'n organisasie nie slaag nie en om algemene foute wat vermy kan word, uit te wys. Die studie voorsien ook sakemodelle om die kriteria te onwikkel. Die tweede deel van die studie fokus op 'n interne opname wat in Rubico (Pty) Ltd geloods is, om die kriteria wat in die eerste deel verduidelik is, te meet. Die opname beklemtoon areas waar Rubico (Pty) Ltd suksesvol is, maar identifiseer ook leemtes. Die opname kan gebruik word as 'n meetinstrument om insig oor tekortkominge in die organisasie te bekom en die gebruiker daarvan toe te rus vir effektiewe bestuur.

與過去的企業相比，「人」這項因素在現在的企業更加被重視，為影響組織績效之不容忽視的要素，人力資源管理亦為重要性與日俱增之學科。而在組織中，最重要的人即為領導者，領導者表現的行為、領導型態，被認為與組織表現是否優異有絕對的相關性。除了領導型態之外，亦有學者認為組織文化為影響組織績效之重要因素。 以往文獻大多為探討領導型態、組織文化、組織績效三者中兩兩之間之關係，將三者綜合進行探討之文獻較少。因此，本研究之研究目的，即為將組織文化視為中介變數，探討領導型態是否透過組織文化，而影響組織績效。此外，本研究嘗試將組織績效以平衡計分卡四構面之概念衡量，期能使此方面之相關內容更加充實。 本研究係以我國上市櫃公司為研究對象，並採取問卷調查與統計分析法來探討三者之間的關係，發現之結果如下： 一、領導型態對組織績效之影響，是透過組織文化中介之結果。 二、若領導者之領導型態偏向交易型，透過建立支持型組織文化，可提升學習與成長構面組織績效；透過建立創新型組織文化，可提升財務構面、顧客構面及內部程序構面組織績效。 三、若領導者之領導型態偏向轉換型，透過建立創新型組織文化，可提升財務構面及顧客構面組織績效；透過建立支持型組織文化，可提升學習與成長構面組織；透過建立階層型、支持型或創新型組織文化，可提升內部程序構面組織績效。 / Compared with the enterprises before, the factor “human” has been more important to the enterprises nowadays, and it is an essential which can not to be ignored. Human resource management is also a subject which is considered more and more important. In an organization, the most important human is the leader. The behavior and leadership that showed by the leader are thought to have absolute relationship with the organizational performance. In addition to leadership, some scholars also think that organizational culture is an important factor to have an effect on organizational performance. Most of the studies before talked about the relations between leadership and organizational culture, leadership and organizational performance, organizational culture and organizational performance. The studies that talked about the relationship between those of three are less. So, the objectives of this study are taking organizational culture as a mediator, and finding out that whether leadership pass through organizational culture to have an effect on organizational performance. Besides, this study tried to measure organizational performance with four sets of Balanced scorecard, and hoped that this study can make the contents of this aspect become more abundant. The public firms are the research objects of this study, and both questionnaire survey and statistics analysis are used. We found that: 1. Leadership pass through organizational culture to have an effect on organizational performance. 2. If the leadership is transactional, the organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their financial, customer and internal process performance by setting up innovative cultures. 3. If the leadership is transformational, the organization can improve their financial and customer performance by setting up innovative cultures. The organization can improve their leaning and development performance by setting up supportive cultures. The organization can improve their internal process performance by setting up bureaucratic, supportive or innovative cultures.