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Harmonist Framework of Corporate Productivity Performance
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Measuring corporate performance has often been controversial in terms of what exactly it is, how it should be measured and how its measures should be employed. This has resulted in the existence of different schools of thought on it, covering financial and strategic perspectives. The debate seems to be on-going with the emergence of perspectives th...
Citations
... Corporate performance is analyzed through the use of a subset of business analytics or business intelligence that is concerned with the evaluation of the health of the organization and is traditionally measured in terms of financial performance (Rouse, 2018; Zeb-Obipi & Maduabuchi, 2021). However, many researchers have argued that corporate performance cannot be measured with any single universal indicator but a compendium of indicators, including profitability, productivity, adaptability, growth innovation, effectiveness, and efficiency (Harrim, 2010;Zeb-Obipi, 2015). Besides, performance could be estimated in both subjective and objective methods, such as financial and non-financial indicators (Kaplan & Norton, 1992;Fey, 2003). ...
... A product can be defined as any offering that can satisfy a need or want Kotler (1999) in Zeb-Obipi (2015). He described it as the most basic tool in marketing; he asserts that customers will judge the product based on three elements: ...
... Time minimization as a measure of corporate performance means the degree to which an organization reduces the total time spent in delivering a particular product or service (Zeb-Obipi, 2015). It is the first and most timely design, execution, response, and delivery of results. ...
This study examined the relationship between team culture and corporate performance. The objectives of the study are to examine how dimensions of team culture, such as collaboration, interdependence, and shared goals, affect the dimensions of corporate performance, such as product quality, time minimization, and waste minimization. A survey of literature was used as a source of data collection. The following were the findings: Collaboration improves product quality, Interdependence enhances time minimization, and Shared goals enhance waste minimization The study concluded that team culture improves the unity of employees toward achieving corporate performance in organizations. Sequel to the findings, the study recommends that organizations should create teams to achieve stipulated targets.
... Sales cost indicator = Total quality costs / Total sales Production indicator: The relative relationship between quality cost and quantity production. Production cost indicator = Total quality costs / Final quantity production The above indicators are used to purpose comparing quality levels in organization's departments and functions between different periods, as well as they are helping to quantify costs associated to attain any quality level [12]. ...
... Six sigma is defined as a methodology used by companies to meet customer requirements through improvements in organizational performance and development of production methods [5]. Six sigma strategy is based on the definition, measurement, analysis of management models and processes to ensure satisfactory results through the effective use of material and human resources available to achieve the company's objectives and increase profits [12]. ...
... After identifying the types of defects that affect the quality of products and their causes, at this phase solutions are looking for to reach the quality of products to the minimum number of defects by focusing on reducing failure costs and activation of prevention activities through application of advanced sigma levels and note its impact on savings in each of the number of defects and costs during application the following equations: - At the sigma level (4) (8) shows the amount of savings in defects resulting from production processes in addition to the savings in poor quality costs. (11), (12) and (13) show quality improvement rate to produce products (P 1 ,P 2 ,P 3 ) when advanced sigma levels are applying in textile company. They contribute to minimize the failure costs of industrial products, Especially when six sigma is applying. ...
... Organizational performance refers to the record of achievements made by an organization or firm at a given period of time (Zeb-Obipi, 2014). Performance results from individual and group effort plus organizational support. ...
... According to Zeb-Obipi (2014) there are two proponents on how to measure performance -financial and strategic. Financial proponents focus predominantly on goals, objectives and financial outcomes. ...
This paper investigated the impact of interpersonal deviant behaviour on organizational performance of oil servicing companies in Port Harcourt, Nigeria. The measures of organizational performance utilized in this paper are productivity, growth and survival. The research design used was a cross-sectional survey. Using purposive sampling, five companies were drawn from the oil servicing sector and a total of eight hundred and two (802) employees from the five companies constituted the study population. A sample size of two hundred and sixty-six (266) employees was drawn using the Taro Yamane's formula. Instruments for the variable were assessed for reliability using the Cronbach Alpha at a 0.7 threshold. The Pearson's Product Moment Correlation Coefficient as used to test the postulated hypotheses. The results revealed that interpersonal deviant behaviour has negative but significant correlation with the measures of organizational performance. Although interpersonal deviant behavior may start as a conflict between co-workers, it often mutates into other dimensions of deviance and spills over to the organization impacting on property, production system and organizational processes to the detriment of the performance of oil servicing companies. The study concluded that interpersonal deviant behaviour in the workplace is an issue of serious concern to management and recommended that strategies be put in place to control and mitigate conditions that trigger them.
... The dependence on the employees entails a dependence on their competences which organizations must manage properly. The Competence Management process involves several functions; one of which is Competence Planning (Zeb-Obipi, 2015a). Another important function of Competence Management is Competence Development; and in the face of the challenges facing business today, there is an increasing need to pay attention to this function. ...
Organizations concerned with the productivity of their workers do so in the realization that organizational
performance cannot be separated from that of the workers. Often organizations have sought to enhance their performance
through deliberate efforts to develop the competences of their workers as a major plank of competence management. Such
efforts include project works, skill training, and mentoring. This paper examines these and their contributions to the
productivity performance of corporations in Nigeria in terms of cost minimization, time minimization, waste minimization,
product line, output level, and product quality; and recommends courses of action for their application by both
management practitioners for Human Resource Management and scholars for research. KEYWORDS: Cost Minimization, Mentoring, Output Level, Product Line, Product Quality, Project Work, Skill
Training, Time Minimization, and Waste Minimization
This study examined the relationship between psychosocial work factor and employee engagement of electricity distribution companies in South-South, Nigeria. The study adopted the cross sectional survey design and a total population of one thousand five hundred and sixty two (1562) employees of electricity distribution companies was covered. The research instrument used is copies of questionnaires which were personally administered to the respondents. The bivariate hypothesis was tested using the Spearman’s Rank Order Correlation Coefficient in order to ascertain the relationship between the dimensions of psychosocial work factor (job demand, reward, work characteristics and work-family conflict) with the measures of employee engagement (affective and cognitive engagement). The Partial Correlation was used to ascertain the moderating influence of leadership style on the relationship between psychosocial work factor and employee engagement. The result revealed that job demand, reward and work characteristics have a significant and positive relationship with affective and cognitive engagement. It was observed that work-family conflict does negatively relate with affective and cognitive engagement. The result of the multivariate analysis revealed that leadership style had a strong significant moderating influence on the relationship between psychosocial work factor and employee engagement. The study concluded that psychosocial work factor is a key factor in organization that influences the engagement level of the employees in the electricity distribution company. It was recommended among others that the management of electricity distribution companies should ensure that the employee roles are void of ambiguity as such will help enhance their affective engagement.
The organisational environment has a significant impact on employee behaviour and, as a result, on the organization's performance. Shared views or prevailing structure standards for performing work place activities are defined as organisational environment (reichers& amp, Schneider, 1990). This organisational environment decided whether a company would succeed or fail. Workplace climate, teamwork, managerial efficiency, dedication, competency, incentives, and recognition were all included in the research. A descriptive study was conducted among 150 IT Industries workers. The research demonstrates the plant's current organisational environment. It also indicates future directions for growth.
The study on business process outsourcing as a strategic driver for growth was carried out to determine the extent to which logistics outsourcing as a business strategy affect organisational performance in tandem with growth and productivity in the attainment of organisational goals. The specific objectives of the study was to investigate logistics outsourcing and how it contributes to organisational performance and productivity using selected Nigerian oil and gas companies. To achieve the above objectives, research questions and corresponding hypotheses were formulated. The study made use of primary data and was analyzed using simple statistic tools of percentages and tables and Chi Square was used for the hypothesis testing. Findings revealed that there is positive and significant relationship between logistics outsourcing and job efficiency (χ 2 = 16.919) and employee retention (χ 2 = 12.59) in the selected oil and gas companies in Rivers State. The study found that the impacts of logistics outsourcing on the oil and gas industry includes: provision of financial saving from reduction in labour and operation cost, internal efficiency due to reduced internal workload, improved service delivery through professional service providers, enhance core competency and ultimately increased organisational growth and productivity.
ABSTRACT
This study aimed to investigate oil companies' employee commitment and resource utilization in Port Harcourt, Rivers State, Nigeria. A correlational survey design was adopted for the study. The population of the study was 650, while the study sample was 248 respondents, using the Tsaro Yamen formula. The stratified sampling technique was adopted for the study. A predetermined mean of 3 as an effect size was used to answer the sub-research questions. In contrast, a regression analysis was used to test the null hypotheses at 0.05 Alpha Coefficient, using Pearson’s Product Moment Correlation (R). It was found from the analyses of the study data that a significant relationship existed between affective commitment and time minimization, continuous commitment and cost minimization, and normative commitment and waste minimization. The study concluded that in an organizational milieu where affective dedication, continuous commitment and normative commitment existed, time minimization, cost minimization and waste minimization are enhanced in oil and gas companies in Port Harcourt. It was recommended, amongst others, that employees be well paid to achieve cost minimization, policy adherence should be vigorously enforced, and only enacted roles expected from workers, not expected roles.
This paper theoretically examined the concept of Emotional Labor in relation to the Negative and Positive impacts it has on employee performance. Based on extant Literature, three dimensions of emotional labor were adopted as the most reliable indicator of emotional labor namely attentiveness of emotion display, varieties of emotions to be displayed and frequency of emotional display. Consequently, our findings revealed that emotional labor is a phenomenon characterized by mixed effect. This is to say that each act of emotional labor displayed by employees in the organization leaves the employees with some positive or negative outcomes which could affect their performance in the organization. The study further discovered that emotional labor could produce some favorable outcomes for the employees such as increased job satisfaction and performance while in cases where employees are forced to display emotions other than their own could lead to stress, burnouts and decreased job performance. To mitigate against these negative tendencies of emotional labor, measures such as proper assessment, self-selection processes, social support and trainings in this area were recommended.
