Role of Organizational Dynamics in the Performance of Arts and Science College Students in Tirunelveli

Abstract

Introduction: Dynamic capabilities implies the professional functions by which an organization initiates carrying out self-adjustment and self-improvement thereby improving the efficiency and growth of the organization itself.  Higher education institutions can be described as complex adaptive systems that change their behaviour as needed in order to survive, thrive & avoid deterioration. HEI in developing countries are required to increase performance to enlarge their contribution to socio-economic development. Organizational capacity is considered a pre-requisite for this performance. Organizational dynamics is enhanced by capacity development processes and activities.  Performance measures must be based on a set of objectives that are linked to the mission of the organisation and its vision for the future.

Objectives: The research aims to find out the relationship between perception of the respondents on their organisational dynamics and performances and course stream. This study investigates the role of organizational dynamics in the performance of the respondents.

Methods: Organisational Leadership & Organisational Culture was considered to be the precedents of Organisational Dynamics and Organisational Capacity, Organisational Competency, Organisational Environment, Organisational Development and Organisational Motivation were taken as the measures of Organisational Dynamics. The primary data were collected through questionnaire and analysed using statistical tools.

Results: Based on SEM analysis using data from 203 respondents studying in arts and science colleges in Tirunelveli, it is shown that that measures of Organisational Dynamics has a mediating role on the performance of students.

Conclusions: The study aimed at analysing the influence of measures of organisational dynamics on the performance of students specifically academic and research performance. It opens ground for further research in the dimension of the relationship between organisational dynamics and faculty performance which is relatively focussed less.