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The relationships of manning levels to division performance ratings and illness and injury rates were investigated aboard 18 U.S. Navy ships (N = 1,634). Sources of variance in crew members' ratings of adequacy of manning were analyzed at the individual level, and specific components of this variance were used to predict ratings of performance and the illness criteria at the division (work group) level. A scale measuring efficiency of manpower utilization had superior predictive validities with respect to the performance and illness criteria compared to actual manning levels. It was concluded that manpower utilization perceptions of the efficiency of human resources should be monitored as closely as manning level in order to optimize organizational performance and health and safety.

The present paper examines the impact of leadership styles on organizational effectiveness by using Pearson's co-relation matrix and multiple regression model. Data were collected from 10 departments of Rourkela Steel Plant. Participants included 68 supervisors and 241 managers. Managerial Behaviour Questionnaire (MBQ) and Organizational Effectiveness Scale (OES), the standardized questionnaires were used for the study. The study reveals that leadership styles of managers and supervisors highly influence the organizational effectiveness.

<em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em><br /><em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em>

Purpose– The purpose of this paper is to examine the effect of the human factor (HF), organizational justice and the interaction between the two on individual employees' perceptions of the effectiveness with which their organizations undertake activities in two sub-Saharan African countries.Design/methodology/approach– Survey data were collected from two samples containing public sector and private sector organizations from two sub-Saharan African economies – Ghana (n=158) and Uganda (n=208). Hierarchical regression analysis was utilized to analyze the survey data from the two countries separately.Findings– The HF dimensions of moral capital and human capabilities, and organizational justice were related to individual employees' perceptions of the effectiveness of their organizations in both studies. In particular, higher perceptions of organizational justice at the workplace enhanced the impact of the HF dimensions of moral capital and human capabilities on individual employees' perceptions of the effectiveness with which their organizations perform activities.Practical implications– Organizations in sub-Saharan Africa should emphasize the development of the HF qualities that focus on moral capital and the utilization and application of the knowledge, skills and abilities embedded in employees at the workplace. In particular, moral capital could play a critical role in ameliorating counter-productive attitudes and behaviors such as shirking, bribery and corruption in organizations. Moreover organizations in sub-Saharan Africa can improve their effectiveness by developing fair decision-making procedures and interactions between management/supervisors and subordinates.Originality/value– The study provides the first empirical investigation of the link between the HF and perceived effectiveness of organizations, and how organizational justice moderates this relationship in a sub-Saharan African environment.

In the face of increased accountability pressures, nonprofits are searching for ways to demonstrate their effectiveness. Because meaningful tools to evaluate effectiveness are largely absent, financial ratios are still the main indicators used to approximate it. However, there is an extensive body of literature on determinants of nonprofit effectiveness. In this study, we test the extent to which these assertions in the literature align with practitioner views. To increase the practical value of our comparative exercise, we create a self-assessment survey on the basis of the practices that find support in both academia and practice. This provides managers with a tool to assess the extent to which the identified practices are present in their organizations and with suggestions, which might lead to improvements in their effectiveness. Intermediaries can use the tool to provide better information to donors. Funders can use it in their selection of grantees, and capacity-building efforts.