Abstract:

The purpose of this study is to critically analyse previous studies on management processes as antecedents of organizational performance. The study summarizes the level of understanding as regards the topic presently because of the importance of the information to the performance of organizations.

The author searched Emerald, ScienceDirect.com, EBSCO and Google Scholar using a series of combinations of the following keywords: organizational management, performance management, high-performance organizations, management processes, management tools, influences of management processes, strategic management, marketing management, services marketing mix, , business organization and performance.

This literature review has shown that performance is critical for the survival of the organization. It has also revealed that strategic management processes, marketing management processes and services marketing are key to organizational performance.

References:

[1] Zamecnik, R. & Rajnoha, R. (2015) ‘Strategic Business Performance Management on the base of Controlling and Managerial Information Support,’ Procedia – Economics and Finance, 26 (2015) pp 769 – 776. Available from: https://doi.org/10.1016/S2212-5671(15)00843-6 (accessed 19/05/2018).

[2] Anvari, A. F., Soltani, I. & Rafiee, M. (2016) ‘Providing the Applicable Model of Performance Management with Competencies Oriented,’ Procedia Social and Behavioural Sciences, 230 (2016) pp 190 – 197. Available from:

https://doi.org/10.1016/j.sbspro.2016.09.024 (19/07/2018).

[3] Iwu, C. G., Kapondoro, L. Twum-Darko, M. & Tengeh, R. (2015) ‘Determinants of sustainability and organizational effectiveness in non-profit organizations,’ Sustainability, 7 (2015) pp 9560 – 9573, Doi:10.3390/su7079560 (accessed: 25/03/2020).

[4] March, J. G. & Sutton, R. I. (1997) ‘Crossroads – Organizational Performance as a Dependent Variable,’ Organization Science, 8 (6) pp 698 – 706. Available from: https://doi.org/10.1287/orsc.8.6.698(01/03/2020).

[5] Mensah, J. K. (2015) ‘A “Coalesced Framework” of Talent Management and Employee Performance’, International Journal of Productivity and Performance Management, 64 (4) pp 544 – 566. Available from: http:// dx.doi.org/10.1108/IJPPM-07-2014-0100.

[6] Al-Khouri, A. M. (2011) ‘Improving Organizational Performance through understanding human motivation,’ Chinese Business Review, 10 (5) pp 384 – 394, available from:  www.adademia.edu (shorturl.at/ikL02) (accessed: 20/03/2020).

[7] Sofi, M. A. & Devanadhen, K. (2015) ‘Impact of organizational culture on organizational performance: an empirical assessment of banking sector in Jammu and Kashmir India, International Journal of Innovative Research and Development, 4 (9) pp 34 – 44. Available from: www.academia.edu (shorturl.at/kAXY6) (accessed: 27/03/2020).

[8] Yeşilada, F. &Direktör, E. (2010) ‘Health care service quality: a comparison of public and private hospitals,’ African Journal of Business Management, 4 (6) pp 962 – 971. Available from: https://doi.org/10.5897/AJBM.9000314 (accessed: 21/11/2019).

[9] Hurst, J. and M. Jee-Hughes (2001), ‘Performance Measurement and Performance Management in OECD Health System’, OECD Labour Market and Social Policy Occasional Papers, 47 (1) pp 2 – 68. Available from: http://dx.doi.org/10.1787/788224073713.

[10] Wheelen, T. L. & Hunger, J. D. (2012) Strategic Management and Business Policy. 13^th ed. Pearson Education. New Delhi.

[11] Mišankováa, M. and Kočišová, K. (2014) ‘Strategic implementation as a part of strategic management,’ Procedia – Social and Behavioral Sciences, 110 (2014) pp 861 – 870. Available from: https://doi.org/10.1016/j.sbspro.2013.12.931 (accessed; 19/09/2018).

[12] Striteska, M. & Jelinkova, L. (2015) ‘Strategic Performance Management with Focus on the Customer,’ Procedia Social & Behavioral Sciences, 210 pp 66 -76. Available from: https://doi.org/10.1016/j.sbspro.2015.11.330  (accessed 26/01/2019).

[13]    Kazmi, S. A. Z., Naaranoja, M., Kytola, J. & Kantola, J. (2016) ‘Connecting strategic thinking with product innovativeness to reinforce NPD support process,’ Procedia Social & Behavioral Sciences, 235 (2016) pp 672 – 684. Available from: http://dx.doi.org/10.1016/j.sbspro.2016.11.068 (accessed: 11/12/2019).

[14] Shirvani, A. & Shojaie, S. (2011) ‘A Review on Leader’s Role in Creating a Culture that Encourages Strategic Thinking,’ Procedia Social & Behavioral Sciences, 30 (2011) pp 2074 – 2078. Available from: https://doi.org/10.1016/j.sbspro.2011.10.403 (accessed: 11/12/2019).

[15]    Baishya, B. (2015) ‘McKinsey 7S Framework in Corporate Planning and Policy,’ International Journal of Interdisciplinary Research in Science, Society and Culture, 1(1) pp 165 – 168. Available from: http://ijirssc.in/pdf/1428101898.pdf (accessed 18/12/2019).

[16]    Bernhardt, J. M. (2006) ‘Improving health through health marketing’ Preventing Chronic Diseases, 3 (3) pp 1 -3. Available from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1636721/(accessed: 18/12/2019).

[17] Pillai, R. S. N., Bagavathi & Kala, S. (2012) Marketing Management. 5^th ed. S. Chand Pvt. New Delhi, India.

[18]    Kumar, A. & Meenakshi, N. (2016) Marketing management. 3^rd ed. Vikas Publishing Pvt. India.

[19] Wirtz, J. & Lovelock, C. (2016) Services marketing: people, technology and strategy. 8^th ed. World Scientific Publishing Inc. USA World Health Organization (2010) The World Health Report: Health Systems Financing: The Path to Universal Coverage’. Geneva.

[20] Roberts, J. (2007) the Modern Firm. Oxford University Press. Oxford, UK.

Abstract:

Enterprises Resource Planning (ERP) system has become the standard for organizations to achieve collectiveness and better integration within a business set units/department. The ERP system creates the platform for integration of all business processes that guaranty immediate tracking of the business growth. For Large organization with multiple office locations, benefited more on ERP platforms as it integrates all their offices business processes on a real-time basis that give managers and top Executive an overall performance of the company or a snapshot of the company activities. It also provides the decision-makers quicker analysed information from their desktop to reach a conclusive decision for the smooth running of the organization. It helps Management to control better and reposition the organization trend of doing things as its scoop information from various departments. This article will enable scholars to understand how ERP is implemented and its benefit for any organization setting.

References:

[1].   Pienaar et al (2008). The Executive's guide to setting strategy for selecting, implementing and operating ERP. Third Edition. IPlan Industrial Engineers.

[2].   Chen, I., J., (2001), "Planning for ERP system: analysis and future trend": Business Process Management. Journal, Vol 7 No. 5, 2011, pp.374-386. © MCB University Press, 1463-7154.

[3].   Addo-Tenkorang, R. and Helo, P. (2011), "Enterprises Resource Planning (ERP): A Review Literature Report': Proceeding of the World Congress of Engineering and Computer Science 2011, Vol. II. WCECS 2011, October 19-21, 2011, San Francisco, USA.

[4].   Uwizeyemungu and Raymond, (2005), "Essential Characteristics of an ERP System: Conceptualisation and Operationalisation": Journal of information and organizational sciences, Volume 29, Number 2 (2005).

[5].   Moon, Y., (2007), " Enterprises Resource Planning (ERP): A Review of the Literature"(2007). Mechanical and Aerospace Engineering Paper 4. http://surface.syr.edu/mae/4.

[6].   Botta-Genoulaz et al. (2005), " A survey on the recent research literature on ERP system": Computers in Industry 56 (2005) 510-522.

[7].   Raguz, I., V., (2010). "ERP Concept for Enterprises Management and Knowledge Management Era, New Trends in Technologies: Control, Management, Computational Intelligence and Network Systems, Meng Joo Er (Ed), ISBN: 978-953-307-203-5.

[8].   Davenport, T. H. (1998). Putting the enterprise into the enterprise system. Harvard business review. 76(4), 121-131.

[9].   Marnewick, C., and Labuschagne, L. (2005). A conceptual model for enterprise resource planning (ERP). Information Management & Computer Security. 13(2), 144-155.

[10].  Arif, M., Kulonda, D. J., Proctor, M., and Williams, K. (2004). Before you invest: An illustrated framework to compare conceptual designs for an enterprise information system. Information Knowledge Systems Management. 4(2), 119-135.

[11].  Cobarsí, J., Bernardo, M., and Coenders, G. (2008). Campus information systems for students: classification in Spain. Campus-wide information systems. 25(1), 50-64.

[12].  Rashid, M., A., (2001), "The Evolution of ERP Systems: A Historical Perspective".

[13].  Clark et al. (2014), "Beyond ERP New Technology, new options: PWC, Strategy& Formerly Boozs & Company. www.strategyand.pwc.com.

[14].  Gil et al. (2009), "Evaluation and Trends of Information Systems for Business Management: The M-Business. A Review": Dyna, Year 77, No. 163. Pp. 181-193. Medellin, September, 2010. ISSN 0012-7353.

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Abstract:

Commercial banks rendered financial services to customers within the community. Staffing in banks can be classified broadly into permanent and contract staff. Contract staffs are key workforce in the banking sector and their awareness, knowledge and concept of talent philosophy is very paramount. This study seeks to assess the knowledge and awareness on the utilization of talent philosophy by banks among staff on contract appointment in commercial banks in Ibadan, Oyo State.

Purposive sampling technique was used to select the five local governments within Ibadan metropolis. Simple random sampling was used to select one bank each from each local government area. Base on sample size determination formula, 245 respondents were proportionately for each bank. Finding of the study revealed awareness on talent management philosophy is high (94.3%) among contract staff in commercial banks in Ibadan and 227(92.7%) of them are aware that talent management philosophy is been utilized within their organization. However, only 182(74.3%) have been trained on talent management. Knowledge of talent philosophy amount contract staff shows that overwhelming majority (96.3%) model talent as inclusive/developable; that is, that all seemingly ordinary people can become extraordinary performers through dedicated training. The Anova analysis revealed F_cal of 5.573 is significance, therefore contract staff with talent philosophy awareness will perform better than other staff that are not aware of talent philosophy within the banking industry and F_cal 5.506 is significance showing that motivating talented staff will increase their performance.

References:

[1]       National Bureau of Statistics (2019). Banking Sector Data. Available at: https://nigerianstat.gov.ng/elibrary?queries[search]=Selected%20Banking%20Sector%20Data. Accessed on 20/10/2020

[2]       Nweze Collins (2019). The growing trend and rising risks of banks’ contract workers.

https://thenationonlineng.net/the-growing-trend-and-rising-risks-of-banks-contract-workers/. Accessed on 19/10/2020.

[3]       Tansley, C. (2011). What do we understand by the term "talent" in talent management. Industrial and commercial training, 43 (5), 266-274.

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[5]       Garavan, T. N., Carbery, R, and Rock, A. (2012). Mapping talent development: definition, scope, and architecture. European Journal of Training and Development, 36(1), 5-24. González-Cruz et al. (2009).

[6]       Gagne, F. (2004). Transforming gifts into talents: The DMGT as a developmental theory. High Ability Studies, 15(2), 119–147. doi:10.1080/1359813042000314682.

[7]       Buckingham, M., and Vosburgh, R.M. (2001), ‘The 21^st Century Human Resources Function: It’s the Talent, Stupid’!’ Human Resource Planning, 24, 4, 17–23.

[8]       Jericó, P. (2001). La gestión del talento: Enfoque conceptual y empírico.Boletín de Estudios Económicos, LVI(174), 423–441.

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Abstract:

The study examines in-depth knowledge relating to the socio-economic effects of incarceration in Ghana. And further conduct a careful examination of the impact on convicts, their immediate family and working environments, as well as the government expenditure burden through the tax-payer on inmates. The study adopted the approach of qualitative and phenomenological methods to ascertain empirical findings to guide policy formulation and adjudication in Ghana and West Africa as a whole.

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Abstract:

This paper explores the relationship between organisational structure (ORG) and strategic business success (SBS) in the petroleum industry in Uganda. ORG was measured using span of control (SPOC), coordination of functional units (CORD), centralisation (CENT) and decentralisation (DECE). The study premised on institutional theory. The population was 347 licensed petroleum companies in Uganda and a sample of 186 was distributed and 174 used for analysis. The study used a survey research design. Regression and correlation were used to do analysis. The study used a self-administered questionnaire and semi-structure key informant interviews. Findings indicate that ORG has positive and significant relationship with SBS, although DECE and CORD make bigger contributions to ORG and ultimately SBS, CENT to a less extent. It is recommended that to generate more value, organisations should adopt CORD and DECE. It is concluded that petroleum companies should strengthen and manipulate DECE and CORD to meet the growing need of the petroleum industry. The study concluded that ORG does predict changes in SBS and is an important predictor of SBS.

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