Volume 15, Issue 2

A Study on Industrial Management Practices and Organizational Performance

Author

Dr. Ebong Bassey Eno, Ms. Irene Tanyaradzwa Darare, Ms. Helena Naitsuwe Amadhila

Abstract

Industrial management practices have emerged as a critical determinant of organizational performance in both manufacturing and service sectors. In the context of increasing global competition, rapid technological change, and evolving workforce expectations, organizations are compelled to adopt systematic and evidence-based management approaches to sustain performance and competitive advantage. This study provides a comprehensive examination of industrial management practices and their impact on organizational performance by integrating insights from the Resource-Based View (RBV), strategic human resource management, and quality management literature. The paper synthesizes prior empirical findings, develops a detailed conceptual framework, and presents an illustrative analytical structure supported by tables and figures. Management practices related to planning, monitoring, target-setting, and incentive alignment are examined alongside high-performance work systems and quality initiatives such as Total Quality Management (TQM) and Six Sigma. The study highlights the direct and indirect mechanisms through which these practices influence productivity, profitability, and long-term organizational effectiveness. The paper concludes by outlining managerial implications, limitations, and directions for future research.

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DOI

https://doi.org/10.62226/ijarst20262608

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