Psychology and Organizational Effectiveness
In: Organizational Effectiveness, S. 13-44
42 Ergebnisse
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In: Organizational Effectiveness, S. 13-44
In: Organizational Effectiveness, S. 181-200
In: Organizational Effectiveness, S. 115-133
In: Organizational Effectiveness, S. 201-226
In: Organizational Effectiveness, S. 135-158
In: Organizational Effectiveness, S. 85-113
In: Organizational Effectiveness, S. 45-60
In: Organizational Effectiveness, S. 1-10
In: Organizational Effectiveness, S. 259-279
In: Contributions to Conflict Management, Peace Economics and Development; New Wars, New Militaries, New Soldiers: Conflicts, the Armed Forces and the Soldierly Subject, S. 71-91
In: Organizational Effectiveness, S. 159-180
Examines the relationship between the high-performance work organization system as measured by the 1991 National Organizations Study & organizational performance. According to the literature, the high-performance work organization system is characterized by decentralization, flexibility, teamwork, continuous education & training, gain-sharing compensation strategies, consultative labor-management relations, & a commitment to employee security. It is found that profit sharing, stock options, performance bonuses, & merit are expecially linked to better performance, while greater training correlates with high performance, except in the area of customer satisfaction. Decentralization is not associated with high performance. It is suggested that organizations that experience the highest performance are those that adopt a number of the characteristics of the high-performance system. 5 Tables, 3 Figures. D. M. Smith
In: Emerging Themes in Information Systems and Organization Studies, S. 155-167
In: Balanced Growth, S. 123-134
In: Using Conflict in Organizations, S. 101-115