Steven Appelbaum, Nicolas Bartolomucci, Erika Beaumier, Jonathan Boulanger, Rodney Corrigan, Isabelle Doré, Chrystine Girard and Carlo Serroni
The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two…
Abstract
The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two hypotheses were developed from a review of the literature and initial results from exploratory research ( H1: low employee satisfaction at GAMMA is a direct result of an autocratic leadership style, low trust environment and weak corporate culture; H2: low employee citizenship is a direct result of low employee satisfaction). Results suggest that although the perception was that employee satisfaction and organizational citizenship were low (from the exploratory research); both quantitative and descriptive data indicated these were not. Moreover, the hypotheses were not conclusively supported quantitatively. High trust was not obtained. Also a specific high leadership style and a specific culture resulting in high employee satisfaction were also questionable. Moreover, it was not observed that a strong correlation existed statistically. H1 is therefore not conclusive quantitatively. H2 does not demonstrate a high level of employee citizenship and employee satisfaction correlation. Despite these results, it is recommended management employ the following action plan: do not change current leadership style; develop an action plan to increase trust starting with increasing accessibility of management to employees; develop an action plan to move from current culture to preferred expressed culture starting by rewarding team activity rather than individual activities; improve employee satisfaction even if the observed level is medium to high.
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Common sense tells us that management styles affect people like the weather. The chilly climate and sudden storms of autocratic leadership can turn work into a permanent winter of…
Abstract
Common sense tells us that management styles affect people like the weather. The chilly climate and sudden storms of autocratic leadership can turn work into a permanent winter of discontent. In contrast, the consistent and predictable temperatures of an organization founded on empowerment and involvement make people relaxed and willing to contribute. Our own working experiences tell us these are incontrovertible facts. However, the recent history of one company reveals some surprising gaps between the emotional truths and measurable facts of working life.
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Rodney McAdam and Martina Corrigan
This article aims to investigate the application of re‐engineering methodology to public sector health care, in order to determine if increasing demands for customer satisfaction…
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This article aims to investigate the application of re‐engineering methodology to public sector health care, in order to determine if increasing demands for customer satisfaction resource cuts in this sector can be addressed. Public sector health care faces large scale change owing to increasing Government performance targets, resource cuts and increasing customer/patient demands. Re‐engineering is a large‐scale change philosophy and methodology that has been applied with varying degrees of success and failure in the private sector. In public sector health care there is a paucity of in‐depth case study research to determine key success factors for re‐engineering in this sector. There is a need to determine the appropriateness of re‐engineering for helping to address the challenges faced in public sector health care. This article presents the results from a case study application of re‐engineering in a public sector health care Trust. The area re‐engineered was that of telecommunications. The methodology applied and the key success factors determined by the study are discussed in detail.
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Karen Anderson and Rodney McAdam
This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change.
Abstract
Purpose
This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change.
Design/methodology/approach
An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper.
Findings
The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors.
Originality/value
Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.
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Karen Anderson and Rodney McAdam
This paper succinctly critiques the benchmarking literature and the performance measurement literature in regards to the novel concept of lead benchmarking as a possible means of…
Abstract
This paper succinctly critiques the benchmarking literature and the performance measurement literature in regards to the novel concept of lead benchmarking as a possible means of achieving increased radical and innovative transformation in organizations. For the purposes of the paper, a working definition of lead benchmarking and performance measurement is: benchmarking and performance measurement, which focuses on analysing forward looking, predictive and future performance comparisons. This critique distinctly highlights that the currency of benchmarking and performance measurement needs a radical and indeed innovative transformation to adhere to the dynamics of the business environment. This critique raises various questions of interest. These issues will be investigated later through further research by conducting rich empirical research, whereby descriptions and explanations will be developed of the what, where, who, how and why of the benchmarking concept and the extent to which organizations carry out lead benchmarking
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Rodney McAdam and Neil Jackson
This paper examines the key dynamics of an organisational transition from ISO 9000 to TQM with specific reference to the UK and Irish brewing sector. A number of quality related…
Abstract
This paper examines the key dynamics of an organisational transition from ISO 9000 to TQM with specific reference to the UK and Irish brewing sector. A number of quality related research studies have reported on the potential of ISO 9000 as a foundation for TQM, and the possibility of the existence of a quality continuum, commencing with ISO 9000 and progressing to TQM. However, there is a paucity of sector specific research in this area. Following a critique of the literature, a UK and Irish research survey involving the 90 leading brewing organisations is analysed and discussed. The paper concludes that considerable complementarity exists between ISO 9000 and TQM. Furthermore, TQM is considered to be best implemented within the controlled environment/quality assurance environment of ISO 9000. Progression to TQM will only occur if a non‐bureaucratic inclusive approach to ISO 9000 implementation is adopted.
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Karen Anderson and Rodney McAdam
The aim of this paper is to explore both the development and reconceptualisation of benchmarking and performance measurement within UK organisations, using a brief literature…
Abstract
Purpose
The aim of this paper is to explore both the development and reconceptualisation of benchmarking and performance measurement within UK organisations, using a brief literature review, theoretical reconception and an empirical study of UK organisations.
Design/methodology/approach
An empirical study was conducted involving UK organisations (n=156) across a wide range of organizational sizes and sectors. Analysis included the use of descriptives, chi‐square tests and one‐way ANOVA between and within groups.
Findings
The findings show how, firstly, organisations are progressing towards benchmarking and performance measurement maturity as traditionally defined. Secondly, the findings show how organisations that have reached this stage are reconceptualising benchmarking and performance measurement to meet fundamentally changing market and operational conditions.
Practical implications
The paper gives a structured outline for organisations seeking to design and implement advanced performance measurement and benchmarking methodologies.
Originality/value
The concept of lead performance measure and benchmarking is an emergent area of study. This paper shows current developments and makes suggestions for further research.
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Sandra Moffett, Karen Anderson‐Gillespie and Rodney McAdam
The purpose of this paper is to explore the theoretical understanding and practical application of lead benchmarking and performance measurement as a way to achieve organisational…
Abstract
Purpose
The purpose of this paper is to explore the theoretical understanding and practical application of lead benchmarking and performance measurement as a way to achieve organisational change.
Design/methodology/approach
The paper combines a theory building/theory testing approach. Based on literary findings a conceptual model has been postulated to identify constructs associated with upstream performance measurement and lead benchmarking. A selection of research questions are posed and tested via empirical study. The survey instrument was distributed to 800 UK organisations which resulted in 157 responses.
Findings
Results from the empirical research indicate that new lead, forward looking, predictive benchmarks need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors.
Research limitations/implications
The empirical research achieved a 19.6 per cent response rate. While this is adequate to report statistical representation, further data collection would be beneficial for industry generalisations.
Practical implications
Many organisations struggle to grasp metric measurement for lead benchmarking. This paper may provide insight into key factors to be considered for lead benchmarking uptake.
Originality/value
This paper builds on current literature and develops a conceptual model which is then tested via empirical research. This is a novel approach in the area of lead benchmarking.
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Rodney McAdam and Daniel McCormack
This paper presents a qualitative study of the integration of supply chain management and business process management activities. It reviews published literature in both fields…
Abstract
This paper presents a qualitative study of the integration of supply chain management and business process management activities. It reviews published literature in both fields and a number of supporting areas, revealing a minimal overlap in the research. A number of case studies of progressive organisations are examined, including an in‐depth study of Nortel Networks Corporation’s recent market repositioning and current supply chain integration activities. The study concludes that, while there is little evidence of research exploring the integration of processes extending throughout supply chains, some businesses are gaining competitive advantage by maximising the efficiency of their “global” supply chains or “virtual” organisations. A conceptual model of an integrated business process, derived from the case study, is presented, which highlights the importance of communication between processes and between partners in the supply chain.