Using Management by Objectives as a performance appraisal tool for employee satisfaction

Islami, Xhavit; Mulolli, Enis; Mustafa, Naim

doi:10.1016/j.fbj.2018.01.001

Cited by 126 publications

(119 citation statements)

References 28 publications

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“…Based on general rules of correlation matrix, if the value exceeds these limits the measured variables exists a strong connection between them, and as a consequence will be produced incorrect results. Multicollinearity occurs when exist high correlation between independent variables (Lind, Marchal, & Mason, 2002;Hair et al, 2010;Islami, Mulolli, & Mustafa, 2018). According to results provided on the Table 2 is shown that, relationships between independent variable are inside the allowed borders.…”

Section: Correlation Analysismentioning

confidence: 98%

Does Differentiation Strategy Model Matter? Designation of Organizational Performance Using Differentiation Strategy Instruments – An Empirical Analysis

Islami¹,

Latkovikj

Drakulevski

et al. 2020

Business: Theory and Practice

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Considering pursuing the differentiation strategy makes enable the organization to earn its success and to create, capture and sustain economic value. Despite this importance, it is relatively absentminded in empirical studies at the conceptual level. In response to this gap, the purpose of this paper is conceptualizing differentiation strategy model, developing the instruments of differentiation strategy, and testing the relationship between dimensions of the value chain, differentiation in the supply, competitive advantages, and organizational performance, using data from a sample of 123 manufacturing organizations. On this study, quantitative methods were applied to measure the proposed relationships, and questionnaires were used as a tool in gathering primary data. Relationships proposed in the framework were tested using structural equation modeling. The results of this study indicated that pursuing the differentiation strategy leads on increasing competitive advantage and improving organizational performance. Also, it pointed out that the manufacture organizations’ success is determined by their ability to be flexible on strategic planning and on integrating internal and industrial settings factors on differentiation strategy creating. This research contributes to strategic literature clarifying a successful differentiation model helping the practitioners on increasing the ability and knowledge on pursuing the differentiation strategy.

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Section: Correlation Analysismentioning

confidence: 98%

Does Differentiation Strategy Model Matter? Designation of Organizational Performance Using Differentiation Strategy Instruments – An Empirical Analysis

Islami¹,

Latkovikj

Drakulevski

et al. 2020

Business: Theory and Practice

Self Cite

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“…Effectiveness of performance appraisal can be improved by adding to the purposes of appraisal not just the aim of reaching immediate outcomes by applying it for administrative and development purposes, but the aim of reaching the ultimate outcomes as well, by adding role-definition and strategic purposes to the system (Iqbal et al, 2019). Integrating management by objectives tools, like setting clear objectives, defining the results, controlling standards, participation in setting objectives, continuous communication, appropriate systems of rewarding, individual performance evaluation can improve performance appraisal systems leading to increase in employees satisfaction and productivity (Islami et al, 2018).…”

Section: Hrm Functions: Literature Reviewmentioning

confidence: 99%

Human Resource Management Practice in Lithuania: Evidences and Challenges

Tamaševičius¹,

Diskienė²,

Stankevičienė³

2020

Montenegrin Journal of Economics

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As human resources have been already recognized as the most valuable factor for organizational success, HRM in order to cope with new challenges has to focus more and more attention to the choice and application of up-to-date practices that would allow the most efficient use of the human resources of organizations. The purpose of this article is to define the level of usage of different HRM practices in business companies in Lithuania and to assess the perception of their effectiveness by HR specialists and professionals. The methodology is based on cross-sectional analysis of HRM practices in great variety of business sectors and included the survey of more than 500 respondents responsible for HRM. Research findings revealed that in recruitment field old fashioned peer recommendations are competing with application of newest internet-based technologies as the most effective practices for finding the best candidates. Job interviews have almost total application in the businesses as selection practice and it is seen as the most effective tool by specialists and professionals. The most common formal employees appraisal practices seem do not have big support between specialists and professionals. Here, more specific, customtailored solutions are preferred by the companies. Both, on-the-job training and off-the-job training are very highly valued by respondents. Research results let to outline some major trends and regularities important for understanding of HRM in contemporary business environment in Lithuania.

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“…Además, permite apreciar la integración de las personas en sus puestos, mejorar su actuación futura y, con ello, elevar el nivel de desempeño mediante la retroalimentación, el reconocimiento de fortalezas, debilidades y la capacitación coherente con la estrategia organizacional (21,22) . Su desarrollo en las organizaciones posibilita el mejoramiento del rendimiento laboral, el aumento de las expectativas de comunicación, el fortalecimiento del potencial de los trabajadores y la optimización de la calidad del servicio prestado (23) .…”

Section: Año Y País De Publicaciónunclassified

Efectos de la evaluación de desempeño en la calidad de vida laboral del trabajador: Revisión del tema entre 2008-2018

2019

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Introducción: La Evaluación de Desempeño (ED) permite el desarrollo personal-profesional y contribuye al mejoramiento de la Calidad de Vida Laboral (CVL) del trabajador. Posibilita la identificación de fortalezas, genera procesos de autoevaluación y mejoramiento en el desarrollo organizacional y su competitividad. Objetivo: Definir el concepto de evaluación de desempeño y evaluar sus efectos en la calidad de vida laboral del trabajador en algunos sectores durante los últimos 10 años. Materiales y métodos: Revisión sistemática de la literatura, como estudio integrativo, observacional y retrospectivo, en el cual se combinaron investigaciones que examinan la misma temática. Se revisaron 55 artículos publicados en las bases de datos Redalyc, SciELO, ScienceDirect y Dialnet. Resultados: Se presentan los criterios de selección, definición, relación entre CVL y ED abordados en los sectores de salud, educación y organizacional. Conclusiones: La ED reconoce el aporte del trabajador al logro de los objetivos organizacionales, teniendo en cuenta la productividad, el desarrollo y la CVL de los colaboradores.

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Using Management by Objectives as a performance appraisal tool for employee satisfaction

Cited by 126 publications

References 28 publications

Does Differentiation Strategy Model Matter? Designation of Organizational Performance Using Differentiation Strategy Instruments – An Empirical Analysis

Does Differentiation Strategy Model Matter? Designation of Organizational Performance Using Differentiation Strategy Instruments – An Empirical Analysis

Human Resource Management Practice in Lithuania: Evidences and Challenges

Efectos de la evaluación de desempeño en la calidad de vida laboral del trabajador: Revisión del tema entre 2008-2018

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