Showing papers on "Performance management published in 1983"

Motivating the Client/Employee System as a Service Production Strategy

Abstract: Productivity improvement in service organizations is of major concern to managers as one way of countering escalating costs. In service organizations in which the client/customer is directly involved in the production function, improved performance can be secured by viewing the client/customer as a "partial" employee. This proposition in turn leads to the suggestion that productivity gains can be realized for services by expanding conventional motivation concepts to include the client/customer.

The relationship among perceptual similarity, sex, and performance ratings in manager-subordinate dyads.

Abstract: The relationship of perceptual similarity and sex in both manager and subordinate performance appraisals within manager-subordinate dyads was investigated Perceptual similarity accounted for a siz

Self-Management: Its Control and Relationship to Other Organizational Properties

Abstract: Current models on self-management in organizations generally have taken a bivariate perspective. This paper proposes a more complex conceptualization of self-management in which its control mechanisms are examined. It is argued that the self-managed employee is far from loosely supervised; such employee is closely controlled. It is argued further that the clientele's active participation in the operation of the organization mediates the widely held relationship between self-management and structure.

Policy Capturing as an Approach to Understanding and Improving Performance Appraisal: A Review of the Literature.

Abstract: This paper reviews the research dealing with the use of policy capturing as a technique to understand and improve the performance appraisal process. Major methodological problems are emphasized, along with directions for future research. A number of practical implications and applications are discussed.

Kolb's Experiential Learning Theory: A Framework for Assessing Person-Job Interaction

Abstract: This paper presents Kolb's experiential learning theory as a framework for measuring the person and the job in the same language. In addition, it suggests other valuable uses of Kolb's theory, such as increasing understanding of person-Job match or mismatch, identifying pivotal versus peripheral skills in jobs, and determining whether mismatched (over- or underqualified) person-job relationships result in different levels of performance or satisfaction.

Dysfunctional Effects of Formal Planning: Two Theoretical Explanations.

Abstract: Kuhn's (1970, 1974) concept of paradigm development and the concept of dialectical materialism are used to demonstrate how formal planning may cause intraorganizational contradictions and endanger an organization's viability. These concepts are integrated by a model of planning dysfunctionalities. Ways to resolve such contradictions are discussed, and questions are suggested for empirical investigation.

Organizational Effectiveness: An Alternative Perspective

Abstract: A paradigm is proposed that views effectiveness as the ability of an organization to account successfully for its outputs and operations lo its various infernal and external constituencies. This framework can he used to assess effectiveness by examining organizational outputs and processes in a critical and holistic way. A review of (he existing literatures on organizational effectiveness and a case example are used to develop the proposed framework.

A Social Network Approach to Organizational Design-Performance

Abstract: Prior research has failed to confirm a direct relationship between organizational design and group performance. The reason, as revealed by this literature review, may be that organization-level characteristics first affect group structural properties, which, in turn, have a direct impact on performance. In support of this view, this paper offers both a conceptualization of a moderated design-performance relationship and a set of literature-derived hypotheses to serve as guides for empirical research.

The Effects of Time Delay in Rating and Amount of Information Observed on Performance Rating Accuracy

Abstract: A fundamental assumption underlying the performance appraisal process (that raters can make accurate ratings based on a limited number of observations from previous time periods) was tested in a la...

Management by Trust: A Conceptual Model

Abstract: The management by trust (MBT) model is developed to ascertain the most effective system of management. It involves a trust-based managerial approach to design organizational structures and processes, assimilate conflicts, and integrate goals as an independent variable, and effective performance as a dependent variable. The theoretical soundness of the model is established through a survey of research literature, while its validity is determined through action and basic objective researches conducted by the author in India. MBT action research interventions in two plants led to significant improvement in several performance measures and generated a trusting climate. Field data collected from two industrial organizations in a basic objective research reveal that effective and ineffective organizations differ in terms of their adherence to trust-based and distrust-based managerial approaches, respectively. Tentatively, the MBT system seems to be an effective managerial device for accomplishing improved performance in industrial organizations. There has been a constant search for the most adequate solution to the baffling problem, "What is the most effective system of management?" Attempts have been made to provide varied solutions to it, including management by exception, management by crisis (or drive), management by design, management by objectives, management by communication, management by participation, management by motivation, and the like. However, these solutions have provided divergent results, sometimes negative ones in different organizational settings, hypothetically because of varying levels of trust and

Contrast Effects in Performance Evaluation and Reward Practices

Abstract: The present study investigated whether a contrast effect was operating in making judgments about and issuing rewards to engineers and scientists. It was found that the greater the proportion of uns...

The Performance Evaluation

Abstract: Effective performance evaluations set goals for professional advancement and also bridge individual and corporate values. The four specific stages of a performance evaluation consist of: (1) Substantiating the evaluation with samples of the employee’s work; (2) developing an understanding of what is expected of the employee; (3) acknowledgement of important issues; and (4) planning by both the manager and employee to define the steps that will be taken to improve performance. The two key concepts in performance evaluation are communication and productivity.

Controversy in German Management: The Harzburg Model Experience

Abstract: German management researchers have challenged the Harzburg Model of “leadership in a co-worker relationship” on both ideological and behavioral grounds. German critics propose a humanistic form of participative leadership as an alternative, but many German managers still seek a model that retains greater management control. American managers and researchers may be encouraged to collaborate with German management theorists in developing leadership models that contribute to high worker satisfaction and productivity within the value framework of Western industrial societies.

Introduction to Performance Management.

Abstract: BENEFITS Performance management has a number of benefits: Promotes better systems, leading to better outcomes  Results in improved performance: In a survey of state health agencies, 76 percent reported that their performance management efforts resulted in improved performance  Provides better results for the public Provides data to illustrate the importance of public health  Shifts the conversation from wasteful government spending to the value created for citizens  Provides a better understanding of public health’s importance for employees, decision makers, and the public Demonstrates greater accountability for funding Provides meaningful data and benchmarks  Establishes common standards/indicators and data, to continually measure and improve value Emphasizes quality, not just quantity Increases productive teamwork Improves problem-solving skills

Managing by behavior and results--linking supervisory accountability to effective organizational control.

Abstract: Of all the components of the management process, control has received the least attention in nursing. These authors present a performance management program that provides nursing administrators with an effective control system, yet maximizes individual professional accountability.

B. Davies and G. Tomas “Science and Sporting Performance: Management or Manipulation?”

Abstract: The book is divided into twelve chapters with fifteen people contributing to the 160 pages. There are several graphs and figures but no illustrations. Most of the chapters give a list of references at the end. The topics covered include dietary manipulation, muscle fatigue, factors affecting performance, women in sport, biomechanics, blood doping, doping its detection and effects, the athletes view of sports science and finally the future of sports science.