Resistencia al corte de la mampostería

Work unit high performance culture is hypothesised to positively affect production and efficiency but not directly. Rather work unit high performance culture is hypothesised to positively affect task performance and the latter to positively affect production and efficiency. A high-performance culture is the shared perception amongst members of a unit that high and exceptional performance in everything that the unit does is the norm or expectation in the organisational unit. The extent to which a HPC is present in the unit should encourage the work unit to meet and exceed quantitative outputs such as meeting goals, quantity, quality and cost-effectiveness which are key components of production and efficiency. More so, the task performance of the work unit, in the presence of a HPC, should tend to be met and possibly exceeded.

Production and efficiency is a latent outcome variable. Rather than flowing directly from a high performance culture the current study would argue that the norms characterising a high performance culture need to manifest themselves in the manner in which the activities that contribute to the organisation’s technical core are performed, in the manner in which he foundational, substantive and core technical tasks that is essential for of the work unit are performed and the manner in which the role activities prescribed in the work unit’s “job description” are performed.

2.8.1.10 Production and efficiency to high performance culture

High performance culture refers to the shared perception amongst members of a unit that high and exceptional performance in everything that the unit does is the norm or expectation in the organisational unit. A high-performance culture does not materialise out of thin air but rather develops through the actions displayed by the work unit and the successes that are achieved through these actions. The current study therefore hypothesised that high task performance should, over time, result in the development of a high-performance culture. This effect was, however, hypothesised to be mediated by production and efficiency.

2.8.1.11 Climate to task performance

Henning et al. (2004) hypothesised that climate should exert a direct effect on production and efficiency. They, moreover, found support for this path. The current study classified production and efficiency as an outcome variable. Climate was likewise classified as an outcome variable. Henning et al. (2004) hypothesised that the climate in a work unit develops as a function of the extent to which the unit displays competence on the core people processes competency. They found support for this path. The current study concurs with the original Henning et al. (2004) hypothesis that core people processes has a positive effect on work unit climate. Rather than hypothesising a direct effect of climate on production and efficiency, like Henning et al. (2004) did, the current study hypothesises a mediated effect via task performance. A work unit characterised by strong integration, commitment and cohesion, high agreement on core values, consensus regarding the vision and achievement-related attitudes and behaviours should tend to perform the activities that contribute to the

organisation’s technical core _{more effectively, perform the foundational, substantive} and core technical tasks that is essential for of the work unit more effectively and complete the role activities prescribed in the work unit’s “job description” more successfully.

2.8.1.12 Core people processes to task performance

Henning et al. (2004) hypothesised that core people processes should exert a direct effect on production and efficiency. They, moreover, found support for this path. The current study, however, argued that that the effect of core people processes on production and efficiency should be mediated by task performance.

An organisational work unit with a high standing on core people processes will be characterised by the use of goals and work plans, effective communication, the occurrence of frequent work unit interaction, the occurrence of constructive conflict management, productive clashing of ideas and the valuing of the integrity and uniqueness of the individual. Such a work unit should tend to perform the activities that contribute to the organisation’s technical core more effectively, perform the foundational, substantive and core technical tasks that is essential for of the work unit more effectively and complete the role activities prescribed in the work unit’s “job description” more successfully.

2.8.1.13 Task performance to production and efficiency

The current study regards production and efficiency is a latent outcome variable. It refers to the extent to which the work unit meets its goals defined in terms of criteria like quantity, quality and cost-effectiveness. To successfully meet these criteria, the unit needs to do something; it needs to act. The current study argues that successfully meeting should become more likely as the work unit tends to perform the activities that contribute to the organisation’s technical core _{more effectively, perform the} foundational, substantive and core technical tasks that is essential for of the work unit more effectively and complete the role activities prescribed in the work unit’s “job description” _{more successfully.}

2.8.1.14 Production and efficiency to future growth

Henning et al. (2004) did not hypothesise a direct path from production and efficiency to future growth. They only hypothesised that the effect of production and efficiency on future growth was mediated by market standing. The found support for the latter part of the mediated effect but not the former part. Henning et al. (2004), moreover, did not explicitly test the mediated effect. The current study retained that hypothesised mediated effect. In addition, however, it also hypothesised a direct positive effect of production and efficiency on future growth.

Projected future performance in terms of expected profits and predicted market share, anticipated capital investment and projections of required staff levels should be positively affected if the work unit succeeds in meeting its goals defined in terms of criteria like quantity, quality and cost-effectiveness.