Feedback, training, goal-setting, planning and performance: understanding the pathway to improved organizational outcomes

IF 4.6 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR International Journal of Manpower Pub Date : 2024-08-23 DOI:10.1108/ijm-12-2023-0737
James Chowhan, Sara Mann, Marie-Hélène Budworth
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Abstract

Purpose

As competitive pressures persist and global economic influences continue to present new challenges, businesses need to be able to respond to emerging circumstances. Goal-setting and planning are key mechanisms contributing to organizational competitive success, yet organizations underappreciate the role of competency and capacity building factors that contribute to successful planning. This paper integrates three theoretical models enabling an investigation into the positive relationships between managerial activities generating information feedback, training in planning and skills and organizational performance outcomes, while exploring the positive mediating roles of goal-setting and planning.

Design/methodology/approach

A unique organizational sample of agribusiness producers (n = 499) in Canada is examined. A structural equation path analysis model is used to evaluate the main relationships.

Findings

The results suggest that organizations are finding that managerial and training activities should not be considered in isolation, but rather as supports for goal-setting, planning and performance outcomes. Thus, the implications are that managers can find organizational value enhanced through the building of human resource competency (e.g. management activities and training) with these emerging capacities aiding goal setting and planning activities.

Originality/value

This study makes three main contributions: first, by adopting a rational-design perspective and integrating theoretical frameworks focusing on (a) planning-performance and (b) goal-setting-planning. This extended model goes beyond previous studies by including managerial activities, training, goals, planning and performance outcomes. Second, this study uniquely accounts for a more comprehensive set of key confounding factors such as operational activities, organizational strategy and organizational size in the integrated framework. Finally, as far as the authors are aware, there has not been a survey study at the organizational level that has explored the role of managerial activities and training in planning within a similarly comprehensive model.

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反馈、培训、目标设定、规划和绩效:了解改善组织成果的途径
目的 随着竞争压力的持续存在以及全球经济影响不断带来新的挑战,企业需要有能力应对新出现的情况。目标设定和规划是促进组织在竞争中取得成功的关键机制,但组织对有助于成功规划的能力和能力建设因素的作用重视不够。本文整合了三个理论模型,研究了产生信息反馈的管理活动、规划和技能培训与组织绩效结果之间的积极关系,同时探讨了目标设定和规划的积极中介作用。研究结果表明,各组织发现管理和培训活动不应孤立看待,而应作为目标设定、规划和绩效结果的支持。因此,这意味着管理者可以通过人力资源能力建设(如管理活动和培训)来提高组织价值,而这些新出现的能力则有助于目标设定和规划活动。这一扩展模型包括管理活动、培训、目标、规划和绩效结果,超越了以往的研究。其次,本研究独特地在综合框架中考虑了一系列更全面的关键干扰因素,如业务活动、组织战略和组织规模。最后,就作者所知,还没有一项组织层面的调查研究在类似的综合模型中探讨管理活动和培训在规划中的作用。
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来源期刊
CiteScore
8.40
自引率
11.40%
发文量
80
期刊介绍: ■Employee welfare ■Human aspects during the introduction of technology ■Human resource recruitment, retention and development ■National and international aspects of HR planning ■Objectives of human resource planning and forecasting requirements ■The working environment
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