The Relationship between Employee Commitment to Strategy Implementation and Employee Satisfaction

Nwachukwu, Chijioke; Olatunji, Fadeyi

doi:10.13164/trends.2018.31.45

Cited by 7 publications

(12 citation statements)

References 49 publications

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“…According to the respondents the public entities do not have adequate financial and human capital resources to align and implement the strategies, which result in the entities not being able to execute their service delivery mandate satisfactorily. These findings are consistent with those of Prasad et al (2018), Reitsma and Hilletofth (2018), Ivancic et al (2017), McTigue et al (2018 and Nwachukwu et al (2018). This implies that the inadequate human and financial resources might be causing organisational culture not to effectively facilitate strategy implementation.…”

Section: Discussionsupporting

confidence: 89%

“…The public entities lack financial resources and human resources, which affects the implementation of their annual performance plan's negatively. This finding supports those of Prasad et al (2018), Reitsma and Hilletofth (2018), Ivancic et al (2017), McTigue et al (2018 and Nwachukwu et al (2018).…”

Section: Overall Constructssupporting

confidence: 90%

“…Organisational performance, apart from organisational culture, is also affected, amongst others, by leadership, corporate controls, strategy alignment and strategy implementation (Alshamari & Ihrig 2017;Seifzadeh 2013) and lack of resources. A lack of human and financial resources (Ivancic et al 2017;McTigue, Monions & Rye 2018;Nwachukwu, Chladkova & Olatunji 2018;Reitsma & Hilletofth 2018) creates challenges to strategy implementation.…”

Section: Organisational Performancementioning

confidence: 99%

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The influence of organizational culture on performance in public entities of South Africa

Gasela

2022

Africa’s Public Service Delivery and Performance Review

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Background: Creating an enabling organisational culture in an organisation is important for a successful strategy implementation, yet the influence of organisational culture on organisational performance in South African (SA) public entities is unknown.Aim: This study aimed to determine the influence of organisational culture on organisational performance during strategy implementation in schedule 3 public entities in the Northern Cape (NC) province.Setting: The schedule 3 public entities at the provincial level, in terms of organisational culture, leadership, corporate controls, strategy alignment, strategy implementation and organisational performance.Method: The survey design and a semi-structured questionnaire were used to collect data from a random sample of 38 respondents, comprising 32 senior managers of the public entities and six executives from three NC Provincial Government Departments. Data were analysed using regression analysis and document analysis.Results: Based on the perceptions of the respondents, it was found that organisational culture does not affect the organisational performance during strategy implementation. The existing organisational culture does not support strategy implementation, and this is negatively affecting organisation performance in the public entities.Conclusion: The findings reveal that organisational culture does not affect the organisational performance during strategy implementation in the schedule 3 public entities in the NC province. In some cases, the cultures would be able to facilitate strategy implementation, but they cannot because of a lack of financial and human capital resources. Hence, the issues around resources need to be addressed for the entities to meet their strategic objectives and management should make appropriate interventions to promote a healthy organisational culture that will support strategy implementation.

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Section: Discussionsupporting

confidence: 89%

Section: Overall Constructssupporting

confidence: 90%

Section: Organisational Performancementioning

confidence: 99%

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The influence of organizational culture on performance in public entities of South Africa

Gasela

2022

Africa’s Public Service Delivery and Performance Review

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“…The public entities lack financial resources and human resources, which affects the implementation of their annual performance plans negatively. This finding supports the findings of Prasad et al (2018), Reitsma and Hilletofth (2018), Ivancic et al (2017), McTigue et al (2018) and Nwachukwu et al (2018).…”

Section: Organisational Structuresupporting

confidence: 92%

Unmasking the influence of corporate controls on organisational performance during strategy implementation: A case of eight South African public entities

Gasela

2022

APSDPR

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Notwithstanding the key role played by the entities, they are currently experiencing performance challenges. For example, in his presentation to the Portfolio Committee on Public Enterprises in Parliament, the SA Public Enterprises minister stated that the challenges Background: Nonalignment and failure of implementation of corporate and business level strategies are negatively influencing organisational performance in South African (SA) public entities. This influence is moderated by corporate controls. Yet little is known as to whether corporate controls influence the organisational performance and service delivery during strategy implementation in the public entities that are situated in the Northern Cape province. Hence, this study was intended to fill this gap.Aim: To examine the influence of corporate controls on organisational performance during the implementation of strategy in the Schedule 3 public entities that are situated in the Northern Cape province. Setting:The setting involves public entities at the local, provincial and national levels, in terms of corporate controls, legal framework, linkages and especially performance, as well as service delivery as it relates to the topic and political dynamics.Method: A concurrent mixed methods design was used. A purposive sample of 11 executives of the public entities and government departments was interviewed to collect qualitative data, complemented by content analysis of the relevant official strategic documents. A questionnaire was used to collect quantitative data from a probability sample of 38 executives. The qualitative data were categorised into themes, patterns and trends around which narratives were written, and multiple regression was used to analyse the quantitative data.Results: Findings established that corporate controls affect strategy implementation positively during strategy implementation. This in return positively effects the organisational performance of the public entities. Conclusion:The inadequate corporate controls in the public entities affect the strategy implementation negatively because of the financial and human capital inadequacy and/or lack of human resources and working in silos. This results in unsatisfactory organisational performance and service delivery.

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“…In many organizations, several companies state that employees are the most valuable resource, where the success of human resource management is related to employee job satisfaction and employee commitment to the organization (Cherif, 2020). Employee commitment has an important role in the company's strategy to remain competitive (Nwachukwu et al, 2018). Employee commitment relates to how the company ensures that the work is done well by employees (Saha & Kumar, 2018).…”

Section: Introductionmentioning

confidence: 99%

Antecedents of Organizational Commitment That Influence Teacher Job Performance

Tumanggor

Kustiawan

2022

IJD

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Abstract:This study aimed to examine the antecedents of organizational commitment, work environment, job stress, leadership empowering, and organizational commitment that affect teacher job performance. This research contributed to the scientific repertoire for organizational leaders and policymakers for educational institutions to improve teacher performance. Subjects of the research were teachers at private Catholic high schools totaling 200 people who had worked for more than 2 years in Jakarta, Indonesia. The survey used a purposive sampling method and data analysis using factor analysis and structural equation modeling. The results showed that the work environment and empowering leadership affected the organizational commitment, which has a significant positive effect on teacher job performance. On the other hand, job stress hurts organizational commitment. The competence of school leaders was urgent to be improved following the needs of stakeholders and the challenges of the times.Keywords: work environment, job stress, leadership empowering, organizational commitment, job performance. AbstrakPenelitian ini bertujuan untuk menguji anteseden komitmen organisasi, lingkungan kerja, stres kerja, pemberdayaan kepemimpinan, dan komitmen organisasi yang mempengaruhi kinerja guru. Penelitian ini memberikan kontribusi bagi khasanah keilmuan bagi pimpinan organisasi dan pengambil kebijakan bagi lembaga pendidikan untuk meningkatkan kinerja guru. Subjek penelitian ini adalah para guru di SMA Katolik swasta yang berjumlah 200 orang yang telah bekerja lebih dari 2 tahun di Jakarta, Indonesia. Survei menggunakan metode purposive sampling dan analisis data menggunakan analisis faktor dan pemodelan persamaan struktural. Hasil penelitian menunjukkan bahwa lingkungan kerja dan kepemimpinan yang memberdayakan berpengaruh terhadap komitmen organisasi yang berpengaruh positif signifikan terhadap prestasi kerja guru. Di sisi lain, stres kerja merusak komitmen organisasi. Kompetensi pemimpin sekolah sangat mendesak untuk ditingkatkan mengikuti kebutuhan pemangku kepentingan dan tantangan zaman.Kata kunci: lingkungan kerja, stres kerja, pemberdayaan kepemimpinan, komitmen organisasi, prestasi kerja.

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The Relationship between Employee Commitment to Strategy Implementation and Employee Satisfaction

Cited by 7 publications

References 49 publications

The influence of organizational culture on performance in public entities of South Africa

The influence of organizational culture on performance in public entities of South Africa

Unmasking the influence of corporate controls on organisational performance during strategy implementation: A case of eight South African public entities

Antecedents of Organizational Commitment That Influence Teacher Job Performance

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