Showing papers on "Performance management published in 1992"

The intelligent enterprise a new paradigm

Abstract: Executive Overview The development and use of technology for services—whether in the “service industries” or in manufacturing—may be the key to future wealth and productivity in advanced industrial countries. Quinn believes that the organization of enterprises and effective strategies will depend more on the development and deployment of intellectual resources than on the management of physical assets. In this article he discusses the concept of disaggregating corporate activities into manageable intellectual clusters—called service activities.

Change in the management of public services

Abstract: This article identifies the main themes in recent changes in public sector management and shows the extent of the challenge to past organizational assumptions. While recognizing the objectives of the changes could bring benefits if realized, it argues that there are a series of issues that are unresolved. The language of consumerism, the development of government by contracts, the form of performance management and the use of quasi-markets are seen as creating problems. These are seen as deriving from an attempt to apply approaches drawn from the private sector to the public domain. It is argued that they need to be balanced by approaches that recognize the values of the public sector.

The Environment and Internal Organization of Multinational Enterprises

Abstract: Multiple sources of external authority and multiple denominations of value are two distinguishing aspects of the environment faced by multinational enterprises (MNEs). After defining the MNE as an organizational form, we examine the research implications of these two environmental influences on four aspects of MNE internal organization: modes of entry abroad, configuration of activities, coordination and control, and competitive strategy. We present general propositions to guide future research and argue that multiple sources of authority and multiple denominations of value require cross-disciplinary research efforts in order to fully understand the MNE as an organizational form.

Competency based human resource management: value-driven strategies for recruitment development and reward

Abstract: The need for organizations to identify and develop the skills of their workforces has never been greater. Throughout Europe new practices and approaches are being employed to ensure that the real talents and competencies of employees are fully optimized. This book brings together ideas from various European HRM consultants which illucidate and develop new concepts and approaches to identifying, measuring and achieving appropriate levels of competency. The differing specialisms and cultures of the authors offer a rich and varied approach to the subject. The types of practice focused upon include: performance management and management development; identifying the right skills and qualities for success in today's environment; selecting the best performers and people with the greatest potential; planning to meet individual and organizational needs; appraising performance and skills acquisition; paying for skills - reward and cost-benefit analysis; building the best working environment and collective performance; managing motivation for improved performance; and career and succession planning.

Effective performance management: A strategic guide to getting the best from people

Abstract: Too often effort in organizations is misdirected with people working hard but neither performing well nor developing personally. The essence of good performance management is managing the "what", "where" and "when" but leaving the "how" to the person actually doing the job. By clarifying what the organization needs to do, translating that into clear goals and reviewing these goals regularly, performance management provides an effective mechanism for the control of change and both staff and organizational growth. "Performance Management" examines the performance cycle in detail, gives information on the support the organization needs to give managers and considers how organizations can make change something to welcome rather than dread. But this book also shows that management of performance is not just a series of systems and processes for target setting, appraisal and review. It describes how to engage each individual's full enthusiasm by ensuring that people are motivated to perform effectively to the full extent of their capabilities and by extending these capabilities through a programme of personal development. Performance management is not just the imposition of an extra bureaucratic procedure and this book explains the practical application of all aspects of this topical management technique.

Upward and Onward: Can Staff Appraise Their Managers?

Abstract: Upward appraisal involves staff having a formal input into their manager’s or supervisor’s performance appraisal. Reviews the rationale for the adoption of upward appraisal systems for manager’s, and identifies a number of key factors likely to contribute towards the more widespread use of upward appraisal. Describes upward appraisal systems in practice, reviewing what they are used for, who is appraised, what is appraised, and how the appraisals are conducted. Then discusses the effectiveness of upward appraisal, paying particular attention to its acceptability to managers, subordinates and trade unions. Finally, considers whether the transplant of what is largely an American practice can be more widely achieved in the UK and proposes some areas for future research.

Performance-Based Managerial Pay in the Federal Government: Does Agency Matter?

Abstract: Do factors unique to particular agencies affect the design, implementation, and results of performance-based compensation systems? The research presented addresses this question, using the federal Performance Management and Recognition System (PMRS) as the focus of analysis. The findings show that agency does impact the design, implementation, and perceived outcomes of an expectancy-based compensation system. The research suggests that agency-based differences should be explored before implementing a pay-for-performance compensation system. Attention should be given to the adequacy of the organization's rewards for performance, the soundness of its performance appraisal device, the linkage between pay and performance, the geographic proximity or dispersion of employees included in award pools, and the level of trust in the agency. While the preceding listing is not exhaustive, it is a beginning toward determining the types of agencies that may be amenable to performance-based pay. This research takes on particular significance since recent federal legislation requires a feasibility study of extending a PMRS-like pay system to the entire federal workforce.

In Search of Excellent Sales Organizations

Abstract: Analyses salesforce performance and examines high and low performance Australian sales organizations. Chief sales executives in 99 companies describe their sales organizations′ characteristics, management priorities, salesforce performance and sales organization effectiveness. The companies are divided into two performance groups and compared across 31 salesforce performance activities. Important differences between the high and low performance groups concern expense control, sales presentation effectiveness, and sales results performance of salespeople. Identifies important performing issues and indicates guidelines for improving sales organization performance.

Strategies for human resource management : a total business approach

Abstract: Human resource managers are increasingly being asked to take a more business-orientated role and to demonstrate that HR strategies and policies contribute directly to business goals. Human Resource Management in the 1990s takes each key area of HR management and summarises the "best proactive" approaches being adopted by leading-edge organisations to achieve this business-orientated role. The HR manager's role is considered in its broadest possible scope and includes topics such as total quality management and change management which HR managers have only recently begun to deal with. The book draws on the very wide experience of a leading firm of management consultants with all sorts of companies, including major multi-nationals. There is also a chapter specifically devoted to human resource management in the public sector. Coverage includes - HR development; performance management; international HRM; reward management; TQM and customer cafe; employee communications; HR information systems; organization strategy and much more.

Human resource management : strategy & action

Abstract: Human resource management (HRM) came to the fore as a distinctive approach to managing people as late as the mid-1980s. Since then it has assumed enormous significance in the world of organizational and people management. The author draws on his vast experience in this field to provide a guide to the strategic and day-to-day applications of HRM systems. To provide a completely rounded view, he also assesses the various schools of thought on HRM as well as the reservations expressed about it. "Human Resource Management: Strategy and Action" examines each aspect of HRM in a highly accessible yet detailed way. Divided into four main sections, the book looks at: the concept of HRM - its philosophy, aims, features and how it relates to personnel management; HRM at the corporate level - how it integrates with the overall business strategy of an organization and its culture; HRM processes - how they are implemented; and HRM in action - the interrelated activities which convert its philosophies into action. In addition, the author provides comprehensive yet succinct coverage of the most important areas of HRM activity including: managing change; achieving flexibility; total quality management; resourcing; performance management; reward management and others.

Can performance management work in Australian universities

Abstract: Performance appraisal and performance management are much discussed topics at the moment and are widely promoted as tools for maximising the effectiveness of an institution's human resources. This paper will consider the lessons to be learnt from consideration of the private sector experience, and discuss the issues raised in a recent review of a performance management program implemented for general staff at the University of New South Wales (UNSW). The matters highlighted by the review appear to be common to most Australian universities, and we argue that until these issues are addressed performance management, including appraisal, is unlikely to work effectively in the university context for either general or academic staff.

Quality in R&D: Putting TQM into the Performance Review Process

Abstract: OVERVIEW: Olin RGD's performance management process (PMP) introduces the concepts of total quality management into its performance appraisal and career development system. PMP is employee-driven, with clear focus on meeting customer expectations. The employee is responsible for customer satisfaction, which forms the basis for the entire process. The supervisor/boss evolves into a coach/mentor who actively assists the employee in meeting customers' expectations consistent with the overall goals of the organization. The customer ultimately determines whether expectations were met or not met, and these are the only two ratings used in the process. Raises and promotions are linked directly to the documented performance against customer agreed-upon expectations. The traditional performance appraisal meeting becomes a "strategy session" in which the employee and the supervisor decide on the best path to customer satisfaction and personal development. The result is a new philosophy of appraising performance and developing people. Rarely does any other responsibility of management evoke more fear and loathing than annual performance appraisals. Laboratory supervisors hate to prepare and deliver them almost as much as their subordinates hate to receive and endure them. Why? Simply, because traditional performance reviews are conceptually biased toward defect inspection rather than continual quality improvement. A first response might be to do away with them altogether! But appraisal of performance is necessary for the health of the research organization and critical for the professional growth of the individual. So, how do you measure performance in RD how do you create an atmosphere where supervisors and subordinates exist in a partnership that focuses on the ultimate judge of performance: the customer? We at Olin have developed a performance review and planning system based on the fundamentals of total quality management to accomplish these objectives. We call it the performance management process, or PMP. The TQM process has as its basis the management of processes to meet customers' expectations 100 percent of the time. Through our corporate commitment to total quality management, we have developed a performance appraisal system that addresses the expectations of one set of internal customers--our employees. The process involves the employee, the employee's supervisor and the employee's customers, in a three-way continuing dialogue. The process requires documentation of the customer's expectations and measures, which result in customer-generated performance ratings. It is the customers of the subordinate that determine whether or not the expectations were met. Thus, in essence, we have only two performance ratings: 1) Met customer expectations, or 2) Did not meet customer expectations. What is wrong with traditional performance appraisals? First, they focus on the product (performance) at the end of the process and not the process itself. Thus, one is inspecting defects rather than preventing them. Second, performance reviews emphasize short-term individual accomplishment rather than long-term thinking and effective teamwork. Finally, the whole process is boss-centered rather than customer-focused. Political, boss-pleasing behavior is sometimes rewarded at the expense of true customer satisfaction. All of this is antithetical to the concept of total quality management and detrimental to success in research. TOUGH QUESTIONS How can we apply the principles of TQM to the performance appraisal system? First, we must ask: What is the product of the performance appraisal process and what defines a quality product? Second: Who are the customers for this process? And finally: What are their expectations and how can we measure progress in meeting them? …

The AMA handbook for employee recruitment and retention

Abstract: The working-parents lifestyle, the switch from industry to information, the need for high-tech skills: all these factors have made it more and more complex to find - and keep - the right workers. This comprehensive book combines the contributions of 14 experts to create a detailed guide to every aspect of recruiting highly qualified employees and keeping them (happily) on the job. It provides both classic and innovative approaches to the key areas involved: planning, recruitment and selection programmes, performance management, training, compensation, benefits and family issues. It shows readers how to: recruit the most qualified prospects; establish flexible policies in compensation, benefits and services that will attract a new breed of workers; and retain productive employees with on-going training and a more honest, participative management style. With dozens of practical aids, such as sample policies and forms, worksheets and guidelines readers can quickly improve the quality and longevity of the staff.

Implementing Performance Management and Recognition and Rewards (PMRR) Systems at the Strategic Level: A Line Management-Driven Effort

Abstract: As both internal and external forces push organizations to change, many organizations are evaluating and revising aspects of their human resource management systems. This article describes the change process used by Pratt and Whitney in their effort to realign their performance management practices with their culture and their business needs. A primary key to the success of this change effort was the value placed on changing the roles and accountability of managers. The importance of managing performance was clearly communicated to managers, and rewards and recognition reinforced managers for becoming more effective in this nontechnical domain of their jobs.

A balanced performance

Abstract: Asks whether performance‐related pay can be compatible with TQM and examines the opinions of leading “gurus” on the subject. Looks at examples of good practice in performance management in the United Kingdom and at the practical issues involved for an organization using TQM. Indicates how remuneration can be linked to several aspects of performance, both individual and in groups. Contends that if an organization is willing to invest money in a quality programme then it seems sensible to “link pay to the practices and process associated with organizational success”.

Competitive Human Resource Advantage Through the Strategic Management of Performance

Abstract: Increased competition has obvious implications for all levels of jobs—executive, professional, technical, and entry. The 1950’s corporate structure was characterized as the traditional organization, with few at the top of the pyramid and many more below. But by 1980, corporate structures had significantly changed; they were often comprised of very few top-level executives with large middle management complements and often nearly as many professional, technical, and service workers. These organizations had become “fat” in the middle-management level. They had not rigorously assessed their workforce size and its contributions to strategic objectives, and they had not achieved a competitive human resource advantage. Competitive structures—both domestic and international—have lean, efficient organizational structures with few managers and more entry-level employees to do the organization’s “work.” The structures of these organizations may resemble a Hershey’s Kiss more than the traditional organizational pyramid—they are very tough competitors. Organizations with “fat” structures created corporate cultures that embraced a philosophy of “cradle to grave” security. They rewarded seniority, not performance. Traditional organizations have begun to respond to this new competition by becoming performance conscious, especially with respect to a very neglected system for the management of organizational resources—strategic performance management systems to plan, measure and reward human resources.

An expert system for performance management

Abstract: The rapid growth in size and complexity of distributed systems and the use of heterogeneous components require effective tools to manage their resources. The focus is on performance management which can be defined as the set of tools and functions needed to guarantee that the network meets its performance goal. The authors present a general approach to designing an expert system for the management of performance of a distributed function which is built based on the services provided by several application servers distributed across the network. The expert system reallocates the application servers so that all the clients will experience similar function response times. The expert system design has the following components: resource monitor, performance optimizer, and the management information base. >

Performance Management: A New Perspective

Abstract: Describes an approach to performance management incorporating case studies of BP and Ford as examples of good practice Argues that a different approach to performance management is required in the 1990s which incorporates both task and behavioural objectives drawn from the organization′s mission and values respectively, and is aimed at line managers and HR professionals – who are more used to the management by objectives (MBO) type schemes of the 1980s no longer appropriate for the 1990s

The application of a performance management system in hospitals: A hypothetical example

Abstract: The central theme of this article is performance management, defined as activities of organizations aimed at an effective and efficient use of their human resources. The organization focused on in particular is the hospital. Three principles taken from motivation theory are dealt with which are basic to performance management: goal setting, feedback and reinforcement. Next, a recently developed procedure (Pritchard 1990, Pritchard et al. 1988, 1989) for the design of performance management systems is described. This procedure, ProMES: Productivity Measurement and Enhancement Systems, is explained using a team of ward nurses as a hypothetical example. In addition to the nursing wards example, other potential applications of the ProMES technique to several hospitals areas are mentioned. Finally, some conditions that should be fulfilled in order to successfully start a ProMES project are discussed.

Specification of Events and States in Complex Systems

Abstract: Complex systems such as 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 which makes it possible to express wide variety of events/states easily and also allows the implementation of efficient detection algorithm. In this paper we introduce an evenustate specification language based on classical temporal logic. we compare our language with other languages such as relational algebra, historical relational algebra, OPS5, and a extended regular expression based language. It is proven that our language is as expressive as or more expressive than these languages. It is also shown that our language can specify variety of events and states more conveniently than these