The Cube One Framework: An Examination of Validity Evidence
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CONTRIBUTORS:
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CONFERENCE TITLE:
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CONF. LOCATION:
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None
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YEAR:
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2004
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PUB TYPE:
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Conference Paper
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SUBJECT(S):
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Cube One framework, productivity, effectiveness, customer satisfaction, organizational performance
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DISCIPLINE:
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Business/Management
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HTTP:
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LANGUAGE:
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English
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PUB ID:
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103-407-233
(Last edited on
2007/06/02 15:17:05 GMT-6)
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SPONSOR(S):
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ABSTRACT:
It was theorized and found that organizational performance was positively related to the extent to which an organization engaged in three sets of practices: those related to efficiency/productivity (which satisfy the interest of sources of capitial, e.g., investors/taxpayers/grantors); those related to effectiveness/quality (which satisfy the interests of customers); and those related to human resource management (which satisfy the interests of employees). Results were virtually identical for organization in both the for-profit and nonprofit/government sectors. Organizations with high scores on all three sets of practices were identified as in Cube One; those low on all three were categorized as in Cube 27. Performance differences were consistently associate with the levels of practices. The most dramatic difference was found comparing Cubes 1 and 27--a difference of 13 standard errors in organiztionala performance.
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