ORGANISATIONAL PERFORMANCE

Organizational Performances



Organizational Performances

Introduction

The challenge face by the any organization has been framed in to knowledge based terms like complexity or uncertainty. For instances, the competitive background may be conceived extremely changeable since the organization are unaware from the act of the competitors. It is a complex process due to the fact of the problems that can not be addresses by identified and recognizable solutions.

Terms such as uncertainty, complexity, ambiguity, volatility and terms like this are powerful indicators for the knowledge of the organization and can be called ignorance as well. Mostly, organization frequently finishes enforcing knowledge management solutions which are not appropriate to the problem that exits. What an organization requires is the logical frame work in order to describe and manage organization ignorance which is same to the factors which can exploit to achieve a sustainable high level of organisational performance.

The factors such as Uncertainty, Complexity and Ambiguity are a unique knowledge-processing problem. However4, uncertainty refers to the insufficient information. Complexity is concern with the information that are in excess and can not be managed and understand properly. Moreover, ambiguity has been termed as not comprises of the conceptual framework in order to interpreted the available information (Parmelli, et al., 2011, Pp. 33).

These problems play a vital role for an organization to achieve the sustainable high level of performance. Each of the factors in some way contributes towards the organizational or strategic management problem. If you combine these factors, they develop a series of knowledge processing capabilities which organization much have in order to manage their ignorance efficiently.

In this paper we will critically evaluate the implications of uncertainty, ambiguity and complexity and the ways in which one should work and 'manage' in organisations. However, an idea will be contribute to the on-going ability of an organisation to successfully negotiate and exploit such conditions.

Discussion

Literature Review

The literature on the relationship between Uncertainty, Complexity and Ambiguity and performance of the organization and HR is abundant. Several theories attempt to conceptualize and explain what link theories "universalist" posit the existence of "best practices "related to better performance; theories "contingent" state, they, that HR practices are effective if they are "aligned" on other variables, including the organization's strategy theories "Configurationally" finally interested in clusters of HR practices.

They consider that synergy effects are the cause of the performance of certain combinations. Alongside this work, the theory of "resources" is often mobilized to theorize the link HRM / performance. If one follows this theory, the HR practices are not in themselves the source of the benefit competitive as they are imitable and substitutable. The contribution of the HR, according to the theory of resources, rather, is the inimitable and unique features that allow build individual and organizational capacity necessary for the company. In this perspective, what will make the difference between companies is their ability 1) to set and 2) to implement original configurations of practices tailored to specific situations they face (Moreno, A, Fernandez, et al, 2009, ...