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Assessing Organizational Effectiveness in the Service Sector
... Sin embargo, para Brunet (1999) los distintos modelos no dan cuenta de la complejidad del constructo EFO, presentando una visión parcial y limitada del mismo. El análisis de las similitudes o superposición de los criterios presentes en los diversos modelos indujo a que investigadores como Kraft (1996) y Fernández Ríos y Sánchez (1997, realizasen un esfuerzo de síntesis entre los diversos criterios propuestos en un intento de proponer un modelo que pudiera dar cuenta de una visión más amplia e integral de la EFO. ...
... En la perspectiva de Kraft (1996), se analizaron las dimensiones y criterios propuestos en diversos modelos de Pfeffer y Salancik (1978), Goodman y Pennings (1980), Seashore (1983), ) y Zammuto (1984, entre otros; todos presentaron un modelo multidimensional con cuatro dimensiones de eficacia: la social, la económica, la sistémica y la política. Tal modelo ha sido aplicado en sectores como salud, educación, energía y construcción. ...
We present the results of a feasibility study on the implementation of RFID (Radio Frequency Identification) to improve registration processes and inventory management products on the shelves of stores retail chains (supermarkets) in Bogotá, Colombia. In this regard, we review the characteristics of RFID technology, its benefits and applications, and SWOT analysis to implementation. The main result of the fieldwork was to identify the average time it takes a customer the payment experience of the products purchased in a retail.
... Using multiple criteria to operationalize OEP might only indicate polysemy, that is, a semantic diversity attached to the same word. Nevertheless, scholars tend to apply or advocate in favor of multicriteria operational definitions for OEP (e.g., Connolly, Conlon, & Deutsch, 1980;Eccles, 1991;Hitt, 1988;Kaplan & Norton, 1992;Kraft, Jauch, & Boatwright, 1996;Lewin & Minton, 1986;Provost & Leddick, 1993;Siciliano, 1997;Venkatraman & Ramanujam, 1986;Wilderom, Glunk, & Maslowski, 2000 Very early in the study of OEP, organizations were treated as pure mechanistic entities, whose existence was purposively to attain goals, especially-if not exclusively-of economic nature. This perspective was labeled either as "rational goal approach" (Campbell, 1977;Miles, 1980;Scott, 1987) or as "purposively rational approach" (Pfeffer, 1982) and had its roots in assumptions that Bateson (1972) summed up as the "conscious [purposeful] I." ...
The article analyzes the way academic scholarly works measure organizational outcomes, commonly reported as either organizational effectiveness or organizational performance (OEP). From the analysis of 149 scholarly publications published in the past decade, focusing on business organizations (100), on nonprofit organizations (21), and a mix of both (28), a set of criteria emerged. Overlapping common ground issues found for all the sectors include (a) efficiency and/or productivity, (b) growth and/or market share, (c) customer orientation, and (d) quality. Further measures (e.g., public image and/or reputation, social performance) fit specific sectors. A multivariate analysis showed three and two configurations of criteria for business and not-for-profit research, respectively. Results suggest a set of accepted, multidimensional, and universal criteria for measuring OEP. In choosing criteria for future studies, we recommend adopting such common ground, backed tip by specific criteria when a certain sector is unique, to reflect convergence and divergence in OEP research.
... Using multiple criteria to operationalize OEP might only indicate polysemy, that is, a semantic diversity attached to the same word. Nevertheless, scholars tend to apply or advocate in favor of multicriteria operational definitions for OEP (e.g., Connolly, Conlon, & Deutsch, 1980;Eccles, 1991;Hitt, 1988;Kaplan & Norton, 1992;Kraft, Jauch, & Boatwright, 1996;Lewin & Minton, 1986;Provost & Leddick, 1993;Siciliano, 1997;Venkatraman & Ramanujam, 1986;Wilderom, Glunk, & Maslowski, 2000 Very early in the study of OEP, organizations were treated as pure mechanistic entities, whose existence was purposively to attain goals, especially-if not exclusively-of economic nature. This perspective was labeled either as "rational goal approach" (Campbell, 1977;Miles, 1980;Scott, 1987) or as "purposively rational approach" (Pfeffer, 1982) and had its roots in assumptions that Bateson (1972) summed up as the "conscious [purposeful] I." ...
In his seminal work, published in the ASQ (1975), Steers identified the main problems concerned with the measurement of organizational effectiveness (OE). He suggested a general model for the understanding of OE, and pointed out specific aspects as possible constituencies of OE. The present paper survey recent developments in relation to the nature and notion of OE and suggests a set of criteria mat could be used for the measurement of OE. The ideas are based on a content analysis of 46 papers which were published during the last five years in established academic journals. These papers referred to various definitions and methods of measurement for OE. In conclusion, then, OE should be measured by a multiple set of components, with reference to the multidimentionality of the OE (eg. dependence on culture environment, sectorial belonging, purposes of the work), and the availability of measurement tools.
... To gauge the effectiveness of statewide WIA programs and compare customer satisfaction among all 50 states, the U.S. Department of Labor elected to use the ACSI. 9 Druckman and Cott (1997) noted that a National Research Council committee was "unable to draw performance is a socially constructed phenomenon that is subjective, complex, and particularly hard to measure in the public sector (Anspach 1991;Herman & Renz, 1998;Kraft, Jauch, & Boatwright 1996). Boschken (1994, 308) says most of the literature on organizational performance is "disappointing." ...
Organisational Effectiveness (OE) has been at the core of organisation and management research for over 50 years, during which time many articles and book chapters, dealing with OE assessment of different organisations ranging from manufacturing to service industry organisations, have been written. However, none of these studies deal with OE assessment in seaport organisations. In fact, the literature on port organisation and management is studded with outstanding ideas on how successful ports might manage
and market their business, how to improve their operational performance, and how to identify and measure KPIs, but nothing has been published on the method(s) of assessing OE in seaport organisations. Therefore, this paper’s objective is to firstly introduce the concept of Organisational Effectiveness (OE) to seaport organisations, and secondly to develop an appropriate model for regular OE assessment in seaport
organisations for the first time.
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