Browsing by Subject "organisational performance"

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    Exploring the relationship between organisational culture, brand, and word-of-mouth referral
    (2019) Farmer-Brent, Garret; Irwin, Ronald
    The culture within an organisation affects organisational performance in a myriad of ways, but the existing research was found by this paper to only examine organisational culture’s effect on profitability. This narrow view creates a gap between culture as a starting point for performance, and profitability as an ultimate endpoint. What about everything in between that culture has an effect on? Rather than examining organisational culture in terms of how it influences profitability, this study looks at how organisational culture influences an aspect organisational performance, specifically: its effect on brand image or on word-of-mouth referral. To do so, this paper unpacks a causal chain of influences in four chapters. The research here shows how that employees situated within the culture influences customers to promise to refer the organisation to their social connections. The literature shows that organisational culture is a context that influences most facets of business, and this context is used as a filter by employees to understand how they should behave and what they should value. This paper proposes that employees receive internal brand communications within the context of the culture. Then, they conduct their service actions according to what is expected of them within this context. Customers who interact with these employees are then coming into contact with the organisational by the proxy of customer-facing employees. These interactions between customers and employees are what causes the customer to enjoy the service experience or not. The theory shows that when a service experience is enjoyed, there is likelihood of positive word-of-mouth referral. This paper correlates that and proposes that when there is a strong degree of alignment in organisational culture, employees receive internal brand communications and conduct their service actions in strong alignment of what is expected of them. This leads to customers perceiving the organisation in a way that is favourable and causes a significant number of customers to promise to recommend the organisation.
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    Open Access
    Running Head: experiences of implementing the balanced score card - middle managers experiences of implementing the balanced scorecard at a public organisation in Botswana
    (2019) Mokgatle, Dolly G; Jaga, Ameeta
    This study aimed to explore the experiences of middle managers in the implementation of the Balanced Scorecard (BSC) at a public organisation in Botswana. The BSC is regarded as the most widely used tool in measuring organisational performance globally. The public organisation in Botswana has followed global best practice and implemented the BSC to measure organisational performance; however, the organisation is repeatedly unable to meet its set objectives. To gain an improved understanding of managers’ experiences of using the BSC, face-to-face, semi-structured interviews were conducted with eight middle managers at the public organization. Interview data were thematically analysed yielding five key themes: inconsistencies in training, the culture of the organisation, lack of communication, use of information technology and the disparity between individual and organisational performance. Based on the study findings, recommendations are offered to conduct needs analyses prior to introducing new systems, to assess the viability of such a system, and automating the balanced scorecard to reduce fatigue.