Enhancing organisational performance through information technology: an organisational and social strategic context

Martinho, José; Gomes, Carlos F.; Yasin, Mahmoud M.

doi:10.1504/ijbis.2015.070887

Cited by 4 publications

(4 citation statements)

References 69 publications

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“…Moreover, these employees were within the economically active zone for the country's population and this might indicate that organisations under study prefer employing youths who are more productive As such; it can be argued that most of the employees were young and energetic since information technology is very technical and requires agile individuals (Gupta & Upadhyay, 2012). At the same time, it has been pointed out by Martinho, Gomes, and Mahmoud (2015) that the age group 20 years to 40 years is influenced by organisational events such as participation and acceptance of performance appraisal.…”

Section: Demographic Characteristics Of Respondentsmentioning

confidence: 99%

An Investigation into the Impact of Performance Management Systems on Employee Productivity: The Case Study of Information and Communication Technologies (ICT) Companies in Harare, Zimbabwe

2019

EJBM

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The study investigated the impact of performance management systems on employee productivity using a case study of information and communication technologies (ICT) companies in Harare. The major motivation to conduct the study was because of low employee productivity. The ICT sector, like many other sectors, is faced with a myriad of challenges including a high degree of competition in the market due to the entrance of new players in a dynamic business environment. The objectives of the study were to determine various impacts on productivity and make recommendations for appropriate performance management systems for the organisations. The study adopted a descriptive research design for the collection of primary data. Stratified sampling was adopted to ten organisations for the study. A sample of 312 respondents was selected from 1428 employees. The study concluded that performance appraisal did have an impact on employee productivity. Based on the conclusions, there is a need for the management and the governing committees to explain the value and importance of performance appraisal as well as management expectations from employees. This helps employees to have a buy-in from conception to completion; hence it would be natural for employees to adopt the system, as they will be part and parcel to the system. It is suggested that the Human Resources departments foster better working relationships with employees in order to educate and update them on requirements; hence general employee productivity will be improved.

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Section: Demographic Characteristics Of Respondentsmentioning

confidence: 99%

An Investigation into the Impact of Performance Management Systems on Employee Productivity: The Case Study of Information and Communication Technologies (ICT) Companies in Harare, Zimbabwe

2019

EJBM

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“…As with non-IS related business systems, organisations deploy IS with the exclusive aim of achieving business objectives in pursuit of its mission (Machiraju et al, 2002;Symons, 2005;Kilpeläinen and Nurminen, 2007). Information provided by the IS should be seen as a strategic resource and not a cost of doing business (Martinho, 2015). Organisations have different opinions of how to optimally select, deploy and utilise IS (Venkatraman, 1997), but in all cases the IS should be aligned with the business goals of the organisation (Malihi and Aghdasi, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…The organisation's unique application and utilisation of the business-enabling IS can provide the organisation with a competitive advantage (Le Roux, 2006;Institute of Directors, 2009;De Haes et al, 2013), provided that resources in the organisation contribute to the objectives of the organisation and staff take 'ownership' of their activities (Choppin, 1996;Lohmeyer et al, 2002). Resources include the IS of the organisation (Malihi and Aghdasi, 2014;Martinho et al, 2015). Selection and appropriation of IS in business areas need guidance from IS owners.…”

Section: Introductionmentioning

confidence: 99%

“…The role of the IS department may for instance only be to provide technical support. In a more mature environment, the IS department may be expected to form part of the business solution through its knowledge and commitment to the business outcomes of the business area (Venkatraman, 1997;CFO Research Services and PricewaterhouseCoopers, 2004;Malihi and Aghdasi, 2014;Martinho et al, 2015). To optimally leverage their IS in pursuit of business objectives, business and other stakeholders such as the IS department, need to have at least some ownership of the IS used in the business.…”

Section: Introductionmentioning

confidence: 99%

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An information systems ownership framework

Swanepoel

Merwe

Loggerenberg

2020

IJBIS

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Organisations deploy information systems (IS) with the exclusive intention to pursue their business objectives. Executive managers assign ownership of IS to business leaders, expecting them to leverage the IS towards achieving the objectives of the business areas. Many business leaders are reluctant to take ownership of the IS in their business areas, placing the organisation at risk that IS may not be optimally utilised and business areas not attaining their objectives. Little guidance exists to understand what 'taking ownership of IS' entails. In the research, a framework for understanding IS ownership was developed through a process of induction. The IS ownership framework discusses the different perspectives of the roleplayers with respect to defining IS ownership, the rationale for IS ownership, the criteria for having ownership and the rights, obligations and expectations associated with IS ownership.

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The harmonized information-technology and organizational performance model (HI-TOP)

Enstroem,

Singh Kang,

Bhawna

2024

IJOA

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Purpose This study introduces the Harmonized Information-Technology and Organizational Performance Model (HI-TOP), which addresses the need for a holistic framework that integrates technology and human dynamics within organizational settings. This approach aims to enhance organizational productivity and employee well-being by aligning technological advancements with human factors in the context of digital transformation. Design/methodology/approach Employing a two-phased methodology, the HI-TOP model is developed through a literature review and text mining of industry reports. This approach identifies and integrates critical themes related to ICT integration challenges and opportunities within organizations. Findings This research indicates that successful ICT integration requires balancing technological advancements with human-centric considerations, including addressing technostress and promoting skills development. The HI-TOP model’s four components – Workforce Empowerment and Resource Strategy (WERS), Technology-Enhanced Information Architecture (TEIA), Organizational Information Processing Strategy (OIPS) and Knowledge Sharing Platform (KSP) – demonstrate operational and strategic synergy required to achieve enhanced organizational performance and adaptability. Originality/value The HI-TOP model contributes to the body of knowledge by providing a structured framework for understanding the interplay between technology and organizational dynamics, with an emphasis on employee well-being and overall organizational performance. Its originality lies in the integrative approach to model development, combining theory with empirical insights from industry data, thus offering actionable guidance for organizations navigating the complexities of digital transformation.

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Enhancing organisational performance through information technology: an organisational and social strategic context

Cited by 4 publications

References 69 publications

An Investigation into the Impact of Performance Management Systems on Employee Productivity: The Case Study of Information and Communication Technologies (ICT) Companies in Harare, Zimbabwe

An Investigation into the Impact of Performance Management Systems on Employee Productivity: The Case Study of Information and Communication Technologies (ICT) Companies in Harare, Zimbabwe

An information systems ownership framework

The harmonized information-technology and organizational performance model (HI-TOP)

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