The paper deals with the concepts of operational efficiency (good job performance) and interactive efficiency (good organizational climate) in the perspective of organizational coexistence. Operational efficiency is basically a measure of the efficiency of profit earned as a function of operating costs. The greater the operational efficiency, the more profitable a company. Interactive efficiency can be considered a measure of the progress of social relations within a work context, where people find themselves living and working together without having mostly had the possibility of choosing each other (organizational coexistence). As Gozzoli (2016) points out, living together has always been a complex challenge: in organizations people find themselves interacting, developing relationships, producing, and share spaces and time, with no chance to choose each other in most cases. And yet they are asked to cooperate to achieve the organizational goals, that is to say, goals set by the company, not by workers and employees. Against this background, the paper aims to show and reaffirm the concept expressed by Bass (1960) that without interactive efficiency, operational efficiency is less likely to be achieved.

Operational efficiency and interactive efficiency in the company: the point of view of work and organizational psychology

RIccardo Sartori;Andrea Ceschi;Francesco Tommasi
2021

Abstract

The paper deals with the concepts of operational efficiency (good job performance) and interactive efficiency (good organizational climate) in the perspective of organizational coexistence. Operational efficiency is basically a measure of the efficiency of profit earned as a function of operating costs. The greater the operational efficiency, the more profitable a company. Interactive efficiency can be considered a measure of the progress of social relations within a work context, where people find themselves living and working together without having mostly had the possibility of choosing each other (organizational coexistence). As Gozzoli (2016) points out, living together has always been a complex challenge: in organizations people find themselves interacting, developing relationships, producing, and share spaces and time, with no chance to choose each other in most cases. And yet they are asked to cooperate to achieve the organizational goals, that is to say, goals set by the company, not by workers and employees. Against this background, the paper aims to show and reaffirm the concept expressed by Bass (1960) that without interactive efficiency, operational efficiency is less likely to be achieved.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11562/1052116
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