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The research study proposes an organizational performance framework of Haryana Government departments involved in providing e-Government services through citizen service centers (CSCs). The objective of this framework is to suggest dimensions which need improvement for enhancing organizational performance. This will help to improve efficiency and effectiveness in providing services to citizens through CSCs. The organizational performance framework has been suggested using responses collected from 150 government departments. A log linear regression analysis is used to develop the framework. The framework can be used as a template for Government departments in similar other organizational settings.

Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management accounting practices (β = 0.707, p = 0.000) in Nepalese manufacturing firms. The extent of use of contemporary management accounting practices was marginally greater (mean = 3.757) than traditional management accounting practices (mean = 3.563). The analysis also disclosed no association of MAPs with organizational performance of Nepalese manufacturing firms. Though the study had a moderately small sample size from the manufacturing industry, future studies may examine the association between MAPs and organizational performance by taking samples of the manufacturing and service industry to ensure comparability and generalizations. The study endeavored to advance management accounting literature by presenting pragmatic evidence on the association of MAPs with organizational performance in the Nepalese scenario.

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

This paper relates top-management agreement on an organization's strengths and weaknesses with organizational performance. The findings are interesting and provocative, for the data show that agreement among managers is positively related to economic performance, even when controlling for other variables potentially related to organizational performance. The importance of top management agreement and its impact on organization performance are discussed.

The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance.

This paper draws upon social exchange theory to examine the explanatory power of employees' trust in their employer as the mediating variable between an organization's human resources (HR) management interventions and performance outcomes at individual, work unit and organizational levels. We utilize two large‐scale survey studies in two different organizations, from the forestry and information and communications technology (ICT) industries in Finland: a forest company (411 respondents) and an ICT company (304 respondents) were analysed with confirmatory factor analysis and structural equation modelling. The results for the two studies validated all our hypotheses including the mediating role of trust in employer. The results do suggest that if HR management can be designed specifically to enhance employees' trust in their organization, its effect on performance is positive. In a practical point of view, our findings provide new insights into the nature of organizational trust, and particularly the impersonal dimension for practitioners, especially those in HR. The evidence from two studies is that HR policies can enhance employees' trust towards their employer and, through this, the performance of the organization. Copyright © 2015 John Wiley & Sons, Ltd.