Open Universiteit

Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/7822
Title: Structuur, betrokkenheid en prestaties. Het effect van een organisatiestructuur op de betrokkenheid en prestaties van medewerkers. Een casestudie bij de RDW.
Authors: Kuijper, H de
Keywords: Public performance
red tape
continuance commitment
normative commitment
affective commitment
organizational commitment
specialization
formalization
centralization
structure
Issue Date: 1-Mar-2017
Publisher: Open Universiteit Nederland
Abstract: Numerous research has been conducted on the effects of organizational structure on performance, also inside the domain of public performance management. This in contrast to the research of the effects of organizational structure on organizational commitment and performance, where little or no research has been conducted. This thesis examines the relationship between structure, organizational commitment and performance. The research question is: what is the effect of centralization, formalization and specialization on the positive relationship between organizational commitment and performance. The variables of structure are centralization, formalization, specialization and hierarchy. The variables used to measure organizational commitment are affective commitment, normative commitment and continuance commitment. In addition to these key variables, some control variables are included, which can be categorized into three groups: physical structure, red tape and personal characteristics. Variables of the physical structure are department size, span of control, distance to the board (chain of command) and type of the department (operational or staff department). The variables of the person's characteristics are age, tenure, education and gender. The research has been conducted as a case study at the RDW, the Dutch driving license and vehicle registration authority. The study consists of a survey and interviews. The survey was send out among five hundred employees and ten interviews were held with employees and some managers. Expecting that centralization, formalization and specialization have negative influence on commitment and performance, the results of the survey show that no effects were found on performance. This is due to the fact that the scores on the questionnaire of performance don’t show a normal distribution. In retrospect, the questionnaire on performance was not a good choice, because the relationship with structure is missing. However, there are relationships found between organizational structure and commitment, but the relationships are weak or very weak. Furthermore, the results show that employees of more centralized departments are more involved than their colleagues of less centralized departments. The general opinion of the interviewees is that centralization has a negative influence on commitment and performance. The arguments are that centralization limits responsibilities, autonomy and innovation. The opinions on formalization and specialization vary. There are some advantages and disadvantages mentioned about centralization. The results show that employees with a high school education are more involved than those with a bachelor or master degree, but the differences are slight. Furthermore, commitment does not decrease at older employees, on the contrary, the over-fifties are more involved. Summarizing, the relationship between organizational structure and involvement is weak. The advice for managers who have to structure their organization, is not to be afraid of the effects of formalization and specialization on the employee commitment. In addition, the advice is to pay attention to the negative effects of centralization, at least to the negative perception of centralization of the employees. Case studies can be generalized on an analytical manner, which means that multiple case studies or experiments on the same phenomenon form a theory. To make a theory more robust, more research is necessary. The recommendation for further research is to repeat this study at another independent administrative authority. A second recommendation is to measure performance in a different way, for example with another questionnaire and triangulated with objective data.
URI: http://hdl.handle.net/1820/7822
Appears in Collections:MSc Management Science

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