Organizational Effectiveness of BPATC: An Evaluation

Abstract

Organizational effectiveness is the concept of how efficient an organization is, and to achieve the goal, what an organization intends to serve or produce. Organizational effectiveness is more important for non-profit organizations or service providing organizations. The effectiveness of an organization depends on its performance that is the fulfillment of the needs of the various stakeholders. The objectives of this study are: (i) to identify factors and its influence in terms of faculty perspectives on organizational effectiveness (BPATC), (ii) to identify factors in terms of trainees’ perspective and its influence on organizational effectiveness (BPATC) and (iii) to provide managerial implication and policy suggestion for organizational effectiveness (BPATC). To obtain those objectives, this study adopted both qualitative and quantitative approaches. For quantitative study, two sets of questionnaires survey were done and for qualitative one, an open ended interview method was conducted to get information and valid data. It has 13 independent variables and every variable was measured at least by three items. The consistency of items was measured with Cronbach Alpha value as ‘reliability test’ and found variable items very much consistent. The variables are- ‘strategic direction’, ‘external communication’, ‘long tern orientation’, ‘competencies’, ‘customer focus’, ‘empowerment’, ‘integrity, leadership, motivation’, training curriculum, ‘training staff relationship’, ‘trainees’ comfortability’ ‘training co-curricular facility’ and organizational effectives. This study has 13 null hypotheses. Two regression equations were drawn and performed for testing hypotheses. Among the 13 independent variables along with ‘organizational effectiveness’ as dependent variable, it is found that four hypotheses were accepted according to standardized beta values with considerable level of significance. Accepted hypotheses are related to ‘motivation’, ‘integrity’, ‘empowerment’ and ‘training staff relationship’. Principal Component Analysis was performed for factor analysis. PCA extracted four Factor Components which are related to trainees’ perspective. Two regression equations were highly significant and explained as 79.5% (p<.05), 89.9% (p<.05) of total variance respectively. Thus, results indicate that variables have high association. This study provides managerial implications as well where transformation leadership with long tenure, motivated working staff with integrity, empowerment among employees, updated training curriculum and support staff relationship should be ensured with an emphasis. Nevertheless, small size of population and quantitative results rather than qualitative ones are some limitations of this study.