Organizational Performance Theory

Theory A on organizational performance challenges the existing propositions on human behaviour and motivation. It is founded in the context of changed employee mindset of the modern day employee which has undergone enormous change due to changes in technology and means of production, production relations, customer and societal perception and ones own expectations. Quest for creativity, propels the employee to contribute to the organization drawing positive energy from his innate potential and tuned to best performance models around him through self-exploration. This is a management strategy which believes in delivering targets as responsibility, feeling of creativity and contribution for motivation, identifying with the organization as commitment

First and foremost, it is important that the members of the organizations set their individual goals in consonance with the organizational goal. This comes in the form of a desire.

(2) Identical goals transform into sharing of group goals and generate team spirit.

(3) Materialising creative talents gives the individual a feeling of empowerment.

(4) The organization also extend support as an enabling strategy.

V. Responsibility : Related to Research & Publication

(1) Assuming responsibility is owing responsibility, rather the manifestation of commitment.

(2) This gives speed and certainty of actions in delivering responsibility.

(3) Then comes task execution which is a crucial part of all.

(4) This is done for goal attainment that helps target fulfilment.

VI. Role model : Related to Research & Publication

(1) Good performance is highlighted.

(2) Best performers become role models which influence other members in performance.

(3) This results in a change of attitude from somewhat positive to highly positive from the mediocre performance.

(4) Develops redness to change.

VII. Monitoring : Related to Research & Publication

(1) There would be periodic re-visits to the targets set, its execution, and lack if

Adopting Theory A by intensifying all its constructs on organizational dynamic resources (people) enhance research productivity. Organizational director/leader has multi-role in implementing Theory A in his/her organization effectively. The director, being the role model in an organization, expected to be involved in setting up the goal of individual researcher, planning in their annual research, supports acquiring required resources, building up their responsibility towards hard work through successful working strategy and innovative thinking, be role model for every researcher through their exceptional personal contribution, monitoring each and every researchers performance through conducting meetings and interaction with individual researcher, and by fixing accountability on individuals and groups for better performance as well as poor performance. It is the strategy and the smartness of individual administrator who is appointed as the director of the organization to develop a healthy competitive environment in the organization for enhancing and optimizing organizational research productivity through publications. Thus the effective implementation of Theory A by an administrator who can also be a role model for researchers through his personal contribution can increase organizational research index to be calculated using ABC