Showing papers on "Performance management published in 1991"
TL;DR: The authors examined the feedback-seeking behavior of 387 managers as observed by their superiors, subordinates, and peers, and found that managers' tendency to seek negative feedback in their interactions with their superiors and peers was positively correlated with their performance.
Abstract: This field study examined the feedback-seeking behavior of 387 managers as observed by their superiors, subordinates, and peers. Results suggest that managers' tendency to seek negative feedback in...
726 citations
Book•
01 Mar 1991
TL;DR: In this paper, the authors discuss the strategic importance of human resource management, the role of human resources management in organizations, and human resource laws and regulations. And they discuss the selection and placement of employees.
Abstract: Part 1 The Strategic Importance of Human Resource Management: The Role of Human Resource Management in Organizations Strategic Human Resource Management Human Resource Laws and Regulations. Part 2 Employee Selection and Placement: Strategic Human Resource Planning Job Analysis and Strategic Recruitment Strategic Staffing - The Selection Process. Part 3 Performance Management: Evaluating Performance Principles of Training and Development Training and Development Programs. Part 4 Compensation and Benefits: Wage and Salary Administration Financial Incentives Employee Benefits, Pensions, and Pay Regulations. Part 5 Employee and Labour Relations: Labour Relations Grievance and Discipline Procedures. Part 6 Safety and Health: Employee Safety and Health.
178 citations
TL;DR: In this article, a conceptual framework that facilitates the assessment of the ethical performance of organization members based upon measurement principles applied to general work performance assessment is described, which is comprised of three components: the major stakeholders of the organization, the categorizing of organisation members into individual or group units for accountability, and the division of performance into behaviors or results.
Abstract: This article describes a conceptual framework that facilitates the assessment of the ethical performance of organization members Based upon measurement principles applied to general work performance assessment, this framework is comprised of three components: the major stakeholders of the organization, the categorizing of organization members into individual or group units for accountability, and the division of performance into behaviors or results Ethical standards can be formulated for combinations of these three components and expressed in terms of existing laws, or organizational or professional standards The importance of the framework for business ethics research and theory development is discussed
139 citations
TL;DR: This paper examined the moderating effects of stimulus screening skills and job complexity on relations between environmental characteristics and employee reactions, and found that employees exhibited the lowest reaction to stimulus screeners compared to non-screeners.
Abstract: This study examined the moderating effects of stimulus-screening skills and job complexity on relations between environmental characteristics and employee reactions. Employees exhibited the lowest ...
109 citations
TL;DR: In this article, a complex, strategic management, computer simulation was used over a ten-week period to examine the effect of goal difficulty and use of business strategies on firm performance.
Abstract: A complex, strategic management, computer simulation was used over a ten-week period to examine the effect of goal difficulty and use of business strategies on firm performance. Participants developed a limited number of competitive business strategies, similar to well-known strategies identified in strategic management research, to deal with task complexity. Both goals and strategies had significant effects on performance, but the effect of strategy was stronger than that of goals. In addition, goals affected strategies, and strategies moderated the goal-performance relationship.
92 citations
Book•
01 Jan 1991
TL;DR: The Compensation Handbook as mentioned in this paper provides direct insight into the most critical issues compensation and human resources professionals face today, including new reward strategies for attracting and retaining highly qualified employees from America's fast-draining talent pool; addressing the mass retirement of baby boomers-the decade's most vexing HR problem; and responding to the varying needs and desires of a multicultural, multi-generational workforce ranging from the over-sixty traditionalists to the new "Millennials."
Abstract: The Perennial Favorite of HR Professionals Seeking the Most Current, Insightful Reference in the Field For over thirty-five years, human resources and management professionals have been turning to a single source for the most astute and up-to-date commentary about the state of the industry-The Compensation Handbook. Composed of one-hundred percent brand-new material from more than sixty authorities in the field, this fully updated edition provides direct insight into the most critical issues compensation and human resources professionals face today. Among the many human-capital topics covered are new reward strategies for attracting and retaining highly qualified employees from America's fast-draining talent pool; addressing the mass retirement of baby boomers-the decade's most vexing HR problem; and responding to the varying needs and desires of a multicultural, multi-generational workforce ranging from the over-sixty traditionalists to the new "Millennials." The Compensation Handbook illustrates how employee compensation addresses these and many other critical topics, including: Unwrapping the riddle of employee pay Creating a total reward strategy Effectively using competency based pay Utilizing the most effective approaches to broadbanding Applying the best performance management practices Demystifying CEO pay Creating team-based incentives for strong outcomes Rationalizing board compensation Applying a solid program for addressing work-life issues Designing compensation systems that support talent management strategies Never before has such dramatic changes in the workforce occurred as rapidly as they are today. With economies stretching around the globe and the recent rise of foreign financial giants, among numerous other radical changes in business and industry, those in the field of human resources and compensation are faced with an entirely new catalog of concerns. This long-time industry staple contains all the methods, tools, and diagnostics you'll need to navigate the maze. Packed with the most comprehensive and insightful information you'll find anywhere, The Compensation Handbook offers not only straightforward answers to specific problems, but also provides a firm foundation for solving issues unique to your company.
68 citations
Book•
16 Jan 1991
TL;DR: Performance Appraisal Systems What goes wrong and why: Eight Common AppRAisal Errors RECOMMENDED APPROACH to PERFORMANCE MANAGEMENT The Swan Approach to Performance Management Setting Good Performance Objectives Defining Performance Factors Creating an Employee Development Plan How to Make Your Organization's System Work Writing the Appraisal DISCUSSION Preparing for the Discussion and Building a Productive Atmosphere Structuring the Performance Appraiser Discussion Listening Skills Questioning and Probing Techniques How to Cope with Defensiveness and Facilitate Problem Solving Conducting
Abstract: Performance Appraisal Systems What Goes Wrong and Why: Eight Common Appraisal Errors RECOMMENDED APPROACH TO PERFORMANCE MANAGEMENT The Swan Approach to Performance Management Setting Good Performance Objectives Defining Performance Factors Creating an Employee Development Plan How to Make Your Organization's System Work Writing the Appraisal THE PERFORMANCE APPRAISAL DISCUSSION Preparing for the Discussion and Building a Productive Atmosphere Structuring the Performance Appraisal Discussion Listening Skills Questioning and Probing Techniques How to Cope with Defensiveness and Facilitate Problem Solving Conducting Fair and Legal Performance Appraisals Index.
45 citations
TL;DR: In this article, the effects of strategic and value consensus on the performance of management teams in operating units at a large multinational company were discussed, and the results showed that diversity of views on objectives, competitive methods, and values are positively related to objective measures of performance but negatively related to manager's own perceptions of their operating units' performance.
Abstract: The study discussed in this article deals with the effects of strategic and value consensus on the performance of management teams in operating units at a large multinational company. The results showed that diversity of views on objectives, competitive methods, and values are positively related to objective measures of performance but negatively related to manager's own perceptions of their operating units' performance. This suggests that diversity of views may allow managerial employees to fulfill their responsibilities more effectively by improving their units' performance. Possible explanations for these results are discussed in the concluding section of this article.
21 citations
Book•
28 Sep 1991
TL;DR: In this article, a new vision for schools' characteristics of a quality system is presented, and a new culture is created and goal-setting is discussed, with a new role in training for the Education Service Headteacher Appraisal.
Abstract: PART ONE: CULTURE CREATION AND GOAL-SETTING The Vision Establishing the Corporate Culture Organizational Culture Models Total Quality A New Vision for Schools' Characteristics of a Quality System PART TWO: APPROPRIATE MANAGEMENT WHAT DO I HAVE TO DO? WHAT'S NEW? To Whom am I Accountable? Making Successful Appointments Management Style and the Appraising Relationship Poor Performance Dealing with Poor Performance The Appraising Team Team Decision Making Negotiation and Persuasion PART THREE: STAFF DEVELOPMENT: IDENTIFYING AND PRIORITISING LEARNING NEEDS Meeting Training Needs Delegation for Development Training off the Job Learning Styles Simulation in Training and Development Using Consultants Ensuring Value for Money in Training and Development A New Role in Training for the Education Service Headteacher Appraisal Sources of Feedback for Headteacher Appraisal Headteacher Appraisal Interviewing Skills Training and Headteacher Appraisal PART FOUR: PERFORMANCE APPRAISAL RESEARCH PREPATATION FOR APPRAISAL INTERVIEWING Preparation of the Physical Environment Attitude Preparation The First Key Appraisal Interview Skill - Giving Feedback The Second Key Appraisal Skill Interview Skill - Climate Creation for Disclosures From the Teacher The Third Key Appraisal Interview Skills Active Listening The Fourth Key Appraisal Skill Interview Skills - Asking Questions The Fifth Key Appraisal Skills - Target Setting The Interview The Model for the Appraisal Interview Appraisal Interview Problems Appraisal and Merit Pay The Wider Uses of Performance Management in Schools
16 citations
14 Oct 1991
TL;DR: The authors upgrade the facilities of network management from traditional file systems to database and knowledge base systems and apply machine learning techniques to discover traffic patterns which are difficult to discern by human operators among a large volume of measurements.
Abstract: As the volume of network traffic increases due to the proliferation of distributed systems and the growth of real-time applications, a good understanding of traffic distribution and patterns becomes critical in network control and performance management. The authors upgrade the facilities of network management from traditional file systems to database and knowledge base systems and apply machine learning techniques to discover traffic patterns which are difficult to discern by human operators among a large volume of measurements. An experiment on interconnected LANs is conducted where some interesting patterns are found. The results show a strong traffic locality and some cyclic traffic patterns. The discovered rule base can describe the traffic distribution and patterns which need to be captured for any sophisticated performance management. The experiment has shown the high applicability of induction techniques to network management. >
TL;DR: The authors examines the extent to which changing approaches to performance management have had an impact on a range of agencies responsible for local economic development programmes in Britain. But they do not consider the possibility that the effectiveness of public programmes could be more sharply highlighted and incorporated in the performance review of organizations.
Abstract: This article examines the extent to which changing approaches to performance management have had an impact on a range of agencies responsible for local economic development programmes in Britain. It explores the possibility that the effectiveness of public programmes could be more sharply highlighted and incorporated in the performance review of organizations. It demonstrates that major improvements have occurred but that overall the planning and management of local economic development remains largely incremental. While the FMI (Financial Management Initiative) has led to greater understanding of the extent to which corporate and programme accountability can be achieved in public agencies, it is not clear that sufficient momentum has been achieved for future changes to be self-generating. Further progress in performance management continues to be dependent on strong external pressures to publicize, probe and reward demonstrable improvements in public sector performance.
TL;DR: In this paper, several performance management decision problems in flexible manufacturing systems (FMSs) are investigated, including part routing and allocation of tasks to machines, work-in-progress (WIP) levels, capacity expansions, tool-type selection, the setting of throughput goals, and multiperiod production planning.
Abstract: This article treats several performance management decision problems in flexible manufacturing systems (FMSs). This work differs from a number of other studies in that we allow the processing rates at the machines to be varied, and the system has to meet a given throughput goal per unit time. The managerial decision options modeled here include part routing and allocation of tasks to machines, work-in-progress (WIP) levels, capacity expansions, tool-type selection, the setting of throughput goals, and multiperiod production planning. We discuss and explain the insights and implications, partly nonintuitive, gained from our investigations. Finally, extensive numerical evaluations are included to illustrate the economic and performance impact of the various performance management alternatives. These results demonstrate that substantial economic benefits can be achieved by careful tuning of the FMS operational parameters.
Book•
01 Jan 1991
TL;DR: In this paper, the importance of theory to management is discussed, and a framework for analyzing management performance measurement and management is presented, along with a developmental approach to measurement: conceptual and intuitive management communication management - measuring and developing managers.
Abstract: Part 1 Theory into practice: the importance of theory to management a framework for analyzing management performance measurement and management Part 2 Measuring management process and results: the nature of management performance competencies and results culture in the management context management motivation Part 3 A developmental approach to measurement: conceptual and intuitive management communication management - measuring and developing managers
Journal Article•
TL;DR: The experience of St Vincent's Hospital, Sydney, in designing and implementing a goal-directed performance management program which builds on MBO methodology is described, providing guidelines by which senior managers may successfully implement goal- directed performance management programs in health care institutions in order to enhance organisational effectiveness and the goal-oriented behaviour of managers.
Abstract: This paper describes management by objectives (MBO) as an approach by which organisations can be managed, with particular reference to health care institutions. An evaluation of MBO is presented and the disadvantages of MBO are discussed. A more comprehensive performance management system than MBO is advocated. The experience of St Vincent's Hospital, Sydney, in designing and implementing a goal-directed performance management program which builds on MBO methodology, is described. This experience provides guidelines by which senior managers may successfully implement goal-directed performance management programs in health care institutions in order to enhance organisational effectiveness and the goal-oriented behaviour of managers.
Journal Article•
TL;DR: In this article, the authors propose a reduction in the number of organizational levels needed to run the firm and the compression of the organizational structure to four basic management levels, each of which will be bounded by specific limits of management activities.
Abstract: As the 21st century approaches, firms will move toward becoming information-based organizations This change will be accompanied by a decrease in the number of organizational levels needed to run the firm The compression of the organizational structure will approach four basic management levels, each of which will be bounded by specific limits of management activities The role of each level will be more definitive, the relationship between the levels will become more purposeful, and the primary role of the individuals at each level will be associated with very specific activities An understanding of the levels, the associated management activities and limits, and the changes that will accompany the structure transition is necessary if management is to successfully take full advantage of being an information-based organization and the opportunities provided by the smaller number of management levels
03 Apr 1991
TL;DR: An event/state specification language based on classical temporal logic and a detection algorithm which is a modification of the RETE algorithm for OPS5 rule-based language are introduced.
Abstract: Distributed systems offer opportunities for attaining high performance, fault-tolerance, information sharing, resource sharing, etc. But we cannot benefit from these potential advantages without suitable management functions such as performance management, fault management, security management, etc. Underlying all these management functions is the monitoring of the distributed system. Monitoring consists of collecting information from the system and detecting particular events and states using the collected information. These events and states can be symptoms for performance degradations, erroneous functions, suspicious activities, etc. and are subject to further analysis. Detecting events and states requires a specification language and an efficient detection algorithm. The authors introduce an event/state specification language based on classical temporal logic and a detection algorithm which is a modification of the RETE algorithm for OPS5 rule-based language. They also compare their language with other specification languages. >
01 Jan 1991
Book•
01 Mar 1991
TL;DR: The state of the art of automated HR systems - current practices and applications selecting computer systems and software for HR management, R.R.Dickelman implementing and evaluating automatedHR systems planning for the future - implications of emerging technologies for HR.
Abstract: The state of the art of automated HR systems - current practices and applications selecting computer systems and software for HR management, R.B.Frantzreb using computers to support strategic management of human resources, M.R.Louis applications in employee development - career development, management development, and performance management designing and managing computer-based training for human resource development, G.J.Dickelman implementing and evaluating automated HR systems planning for the future - implications of emerging technologies for HR.
TL;DR: In this article, the transition from middle to senior management should be more like a campaign march than a leap into the unknown, and the development of potential in middle managers is discussed.
Abstract: Discusses the development of potential in middle managers. Describes the development of competence in key areas and creating the mechanism for learning including action learning groups, performance management programmes and development centres. Concludes that the transition from middle to senior management should be more like a campaign march than a leap into the unknown.
01 Aug 1991
TL;DR: In this paper, a participatory, goal-oriented performance appraisal (PGPA) program was implemented in a state government and the results showed that employees' perceptions were not responsive to PGPA.
Abstract: A participatory, goal-oriented performance appraisal (PGPA) program was implemented in a state government. Contrary to the predictions of the literature, the employees' perceptions were not responsive to PGPA. The results underscore the difficulties of moving participatory, goal-oriented programs from laboratory settings to the field.
16 Jan 1991
TL;DR: The author discusses specific, important aspects of ATM performance management and describes current thinking within the BT (British Telecom) on these subjects.
Abstract: Asynchronous transfer mode (ATM) performance management is concerned with the network management and control functions that relate to the quantitative behaviour (performance) of ATM networks. An important objective of performance management is to ensure that the network is able to maintain required quality of service (QOS) levels efficiently. The requirements for service integration and a guaranteed high QOS imply that a high level of performance management capabilities must be embedded in the network. The author discusses specific, important aspects of ATM performance management and describes current thinking within the BT (British Telecom) on these subjects.
01 Jan 1991
TL;DR: In this article, a case study involving eight temporary teachers at a metropolitan high school in Western Australia was conducted to examine their perceptions of the nature, function, determining factors and need for modification of the Temporary Teacher Performance Management Programme.
Abstract: Dur':lg 1988 the Temporary Teacher Performance Management Programme was introduced in Western Australian State high schools by the Ministry of Education. The purpose of the programme was to provide all temporary teachers with access to a full performance management process, Including an Induction and appraisal suitable to their bacKground and the amount of time they have spent at the school. This case study Involved eight temporary teachers !rom a metropolitan high school. It examined their perceptions of the nature, function, determining factors and need for modification of the Temporary Teacher Performance Management Programme. The major question underlying the research was this: From the metropolitan temporary teacher's point of view, what effect did the programme have on their professional knowledge, attitude and behaviour, and what were their perceptions for its future? To answer the major research question several subsidiary questions were pursued. These Included questions about the variation in what should have taken place during the programme according to Ministry guidelines and what actually did happen; what professional development occurred as a result of the programme; and what factors determined whether the programme had a positive or negative effect. A qualitative study, using naturalistic data collection methods was undertaken to allow participants freedom of response and to permit insight into reasons for those responses. The main emphasis of the study was on discovery rather than the testing of theory. As a study of eight temporary teachers was not Intended to produce generalizations that cover all temporary teachers' thoughts on the programme. Analysis of the data was based on participants' responses rather than a predetermined framework. Information and feedback from the temporary teachers' point of view has already assisted in further development of the programme both at the school and Central Office level. It will also contribute tO theory building In the area of teacher performance management. The exploration of the complexity of the participants' feelings and perceptions of the programme will provide a basis for developing hypotheses about the Temporary Teacher Performance Management Programme. The inquiry also may be considered a pilot study for future research.
Journal Article•
TL;DR: Receivable performance management incorporates the Japanese techniques of "just-in-time" and total quality management to reduce unbilled accounts and information backlog and accelerate payment.
Abstract: Although they may seem fundamentally different, similarities exist between operations of factories and healthcare organizations' business offices. As a result, a patient accounting approach based on manufacturing firms' management techniques may help smooth healthcare business processes. Receivables performance management incorporates the Japanese techniques of "just-in-time" and total quality management to reduce unbilled accounts and information backlog and accelerate payment. A preliminary diagnostic assessment of a patient accounting process helps identify bottlenecks and set priorities for work flow.
26 Jun 1991
TL;DR: The conceptual design and prototypical development of a performance management procedure for computer communication networks serving large-scale integrated systems that aims to improve the network performance in handling various types of messages by on-line adjustment of protocol parameters are presented.
Abstract: This paper focuses on conceptual design and prototypical development of a performance management procedure for computer communication networks serving large-scale integrated systems. The procedure aims to improve the network performance in handling various types of messages by on-line adjustment of protocol parameters. The techniques of perturbation analysis of discrete event dynamic systems (DEDS), stochastic approximation, and learning automata have been used in formulating the performance management procedure. This prototype procedure has been evaluated on a network testbed which consists of a number of host computers interconnected by an IEEE 802.4-based MAP network. The conceptual design presented in this paper offers a step forward to bridging the gap between management standards and users' demands for efficient network operations since most standards such as ISO and IEEE address only the architecture, services, and interfaces for network management. The proposed concept for performance management can be used as a general framework to assist design and management of various DEDS such as flexible manufacturing systems (FMS).
23 Jun 1991
TL;DR: A set of models developed to do traffic engineering for data networks that use AT&T's Datakit virtual circuit switch and how the capabilities of this traffic engineering system will fit into various key functional areas of network management, such as performance management and network planning, is described.
Abstract: A set of models developed to do traffic engineering, i.e., routing, performance analysis, and service problem relief, for data networks that use AT&T's Datakit virtual circuit switch is described. Software tools have been developed based on these methods and integrated into a comprehensive traffic engineering system called traffic administration and management system (TAMS). In addition to the methods, how the capabilities of this traffic engineering system will fit into various key functional areas of network management, such as performance management and network planning, is described. >