Showing papers on "Performance management published in 1993"

Competence at Work: Models for Superior Performance

Abstract: Partial table of contents: THE CONCEPT OF COMPETENCE. Definition of a "Competency". A COMPETENCY DICTIONARY. Achievement and Action. Managerial. Cognitive. DEVELOPING A MODEL. Designing Competency Studies. Conducting the Behavioral Event Interview. FINDINGS: GENERIC COMPETENCY MODELS. Salespeople. Helping and Human Service Workers. Entrepreneurs. COMPETENCY-BASED APPLICATIONS. Performance Management. Pay. Societal Applications. Competency-Based Human Resource Management in the Future. Bibliography. Index.

Managing Reward Systems

Abstract: Strategic reward management motivation and rewards measuring job values developing pay structures paying for performance skill-based pay performance management non-financial motivators the design and management of the total reward system trends in reward management.

Performance Management: A STRATEGY FOR IMPROVING EMPLOYEE PERFORMANCE AND PRODUCTIVITY

Abstract: Examines performance management, a strategy for improving employee performance and productivity. This approach involves three components: performance planning, performance management, and performance appraisal. Describes how several different firms have implemented this approach. Also outlines four elements for successfully implementing a performance management system.

Perspectives In Operations Management Essays In Honor Of Elwood S Buffa

Abstract: Introduction R.K.Sarin. Keynote Address E.S. Buffa. I: Strategic Issues in Operations Management: 1. Creating Value through Operations: the Legacy of Elwood S. Buffa M.A. Cohen, P.R. Kleindorfer. 2. Modelling in Support of Continuous Improvements towards achieving World Class Operations E.A. Silver. 3. Design for Supply Chain Management: Concepts and Examples H.L. Lee. 4. Competing through Quality: Perspectives and Research Directions H. Moskowitz. 5. Service Quality Deployment: Quality Service by Design R.S. Behara, R.B. Chase. 6. Strategic Role of Information in Services J.A. Fitzsimmons. II: Operations Management Interfaces: 7. The Manufacturing/Marketing Interface: Critical Strategic and Tactical Linkages W.H. Hausman, D.B. Montgomery. 8. Linking Technology and Business Strategies: a Methodological Approach and an Illustration A.C. Hax, M. No. 9. Standardization and the Strategic Management of Technology R.S. Rosenbloom. 10. Research in Manufacturing Strategy: a Corss-Functional Perspective U.S. Karmarkar. 11. A Decision Analysis Approach for Coordinating Design, Manufacturing and Marketing in New Product Decisions R.K. Sarin. III: Models for Production and Operations Planning: 12. Multi-Product Co-Production in Manufacturing and Services G.R. Bitran, S. Dasu, S.M. Gilbert. 13. Stockless and Fast Production: Review and Research Agenda L.J. Thomas. 14. Mathematical Models of Retailer Inventory Systems: a Review S. Namias, S.A. Smith. 15. Recent Advances in Production and Distribution Management A. Federgruen. 16. Performance Management Issues in Flexible Manufacturing Systems: an Analytic Perspective A. Seidmann. 17. Models for Tightly Coupled Production Systems K.R. Baker. 18. Dynamic Maintenance of a Deteriorating System under Uncertainty J.B. Larsen, J.S. Dyer. 19. The Accuracy of Aggregate LP Production Planning Models H.M. Wagner, V.A. Vargas, N.N. Kathuria. 20. Mathematical Models in Integrated Circuit Manufacturing: a Review C.S. Tang, L. Demeester. 21. A Hierarchical Approach to Design, Planning, and Control Problems in Electronic Circuit Card Manufacturing R.H. Ahmadi. IV: Future Directions: 22. What is Operations Management? a Perspective from the Past, a Projection for the Future J.G. Miller. 23. Educating Managers to Compete: the Role of Operations Management M.K. Starr. 24. The Information/Control/Buffer (I/C/B) Portfolio: an Operations Management Paradigm L.B. Schwarz. 25. OM: Time for Meta Research A. Reisman. 26. Redefining Operations Management around Total Quality Management R.V. Johnson.

In Search of the Holy Grail: Lessons in Performance Management:

Abstract: This article discusses the federal government's search for the perfect performance management system and recommends flexible approaches that focus more on feedback than evaluation. Results are presented from three alternative performance management systems tested in govemmentwide demonstration projects (China Lake, NIST, and Pacer Share), authorized by the U.S. Office of Personnel Management. Two different pay-for-performance systems were found to be effective, while the third system tested under Pacer Share, which eliminated performance appraisal consistent with Deming's TQM philosophy, produced some undesirable results.

Competency Assessment: A Strategic Approach – Part I

Abstract: Part I examines how the recognition of the need for a stronger link between management development and corporate strategy is growing. Leads into an explanation of the rationale for a strategic approach to competency assessment. Examines the importance of selecting the right approach according to organizational requirements and the end purpose, e.g. to aid identification of training needs or to incorporate into the performance management process.

Preventing occupational injuries through performance management.

Abstract: Occupational safety remains a concern for virtually every organization. Recently, the attention has focused on that employees do (or fail to do) that may be a primary cause of an industrial accident and injury. This article outlines the authors' experiences with a behavioral approach to safety improvement. It provides a generic paradigm with caveats as well as documented evidence.

Analyzing network performance management

Abstract: The performance management model, an object-oriented model upon which the ANSI performance management interface standard is based, is discussed. The managed objects, the relationships between the objects and the behavior of the objects in the model are reviewed. In order to illustrate the power and flexibility of the model, several examples are presented that show how the model may be tailored to fit specific needs. The examples include static monitoring of spontaneous events and collection and generation of measurement reports. The strengths and weaknesses of the OSI developed model are described. >

Performance management of multiple access communication networks

Abstract: This paper focuses on conceptual design, development, and implementation of a performance management tool for computer communication networks to serve large-scale integrated systems. The objective is 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 (SA), and learning automata have been used in formulating the algorithm of performance management. The efficacy of the performance management tool has been demonstrated on a network testbed. The conceptual design presented offers a step forward to bridging the gap between management standards and users' demands for efficient network operations since most standards such as ISO (International Standards Organization) and IEEE address only the architecture, services, and interfaces for network management. The proposed concept for performance management can also be used as a general framework to assist design, operation, and management of various DEDS such as computer integrated manufacturing and battlefield C/sup 3/ (Command, Control, and Communications). >

Appraising Employee Performance: A Vital Organizational Activity?

Abstract: Performance appraisal is a longstanding, widespread and well‐developed practice in industry. Suggests that it possesses considerable potential to facilitate effective human resource management. Also argues, however, that it is often not given the attention it deserves and is flawed in practice. Traces the origins and development of performance appraisal, reviews why and how organizations use it, and concludes by examining who conducts staff appraisal.

The evolution and future of high performance management systems

Abstract: Introduction Taylor and Ford: The Age of Scientific Management Democracy, Unions and the Dignity of Labor The Hawthorne Studies Quality of Work Life and Worker Satisfaction Worker Involvement and Participation Worker Motivation: Goals and Business Strategy The Pitfalls of Pay for High Performance Hours of Work, Leisure and Fatigue Skill and Knowledge: Developing Human Potential in the Workplace From Job Fit to Cultural Compatibility: Evaluating Worker Skill and Temperament Communication, Trust and Business Ethics Inventing Tomorrow's High Performance Systems References Index

Organizational Behavior Management Within Structural and Cultural Constraints

Abstract: In human service settings, as in all organizations, performance management is best accomplished by arranging contingencies to enhance wanted and diminish unwanted behavior. However, managers need to avoid presuming that one set of conlingencies will work equivalently well across varied organizations. One reason is that the potential reinforcers inherent within the formal structure and cultuie of one system may not be present in the next. Recognizing this fact is critical because selecting reinforcers indigenous io the system im acts on generalization and long term mainlenance. In that regard, R uman service settings pose special challenges, as often they lack ready access to the many of Ule reinforcers naturally available elsewhere. To illustrate the differences that might exist within the network of contingencies between two classes of establishments, hypothetical organizational charts are displayed and discussed, one for a private indusky; the other for a non-profit human service agency. An analysis of ...

Performance Management Issues in Flexible Manufacturing Systems: An Analytic Perspective

Abstract: Increased competition has led to pressures for the development of manufacturing systems that recognize the need for flexibility, efficiency and economies of scope and scale. In recent years managers have started to realize that investing money in new automated facilities does not by itself guarantee performance improvement. Managed poorly, these investments may even degrade the plant’s performance. This paper focuses on the major issues relevant to performance management of Flexible Manufacturing Systems (FMS). The paper highlights the distinctive nature of these modern manufacturing systems and describes their emerging role in support of the overall corporate strategy. This new role results in a more volatile workload and in an increased versatility of the required production mix. It also challenges production managers who need to quantify and monitor the effective productive capacity at their FMSs. Moreover, it is shown here why some operational decisions, which are relatively simple to model and to comprehend in a conventional manufacturing context, become more involved - and less intuitive - when carried out in the typical FMS context. All this leads to the development of a new performance management paradigm for FMSs. That new paradigm consists of the following modules: Physical FMS Attributes, Operating Policies, and Order Profiles. A critical research overview of several analytical decision models formulated recently is developed here. This overview examines the characteristic decisions within each one of the modules of the proposed performance management paradigm. The paper further evaluates the changing role of FMSs in the finished products’ life cycle and identifies major research opportunities.

A unified approach to interpreting measurement data in performance management applications

Abstract: A task common to many performance management applications is interpreting measurement data, such as identifying performance bottlenecks. This paper describes a uniform approach to representing measurement inter-relationships that supports measurement interpretation for a variety of performance management applications. >

Pay for Performance in Local Governments: Programmatic Differences and Perceived Utility

Abstract: Findings suggest that pay for performance is more likely to work if implemented along with training and other administrative supports. In an environment of chronic fiscal stress and intense public pressure for accountability and productivity, pay-for-performance (PFP) systems have become increasingly attractive to public employers. The idea that public servants should be paid in proportion to their contributions seems to be fair and responsive to the demands of a skeptical public looking for action. Pay for performance, therefore, is often undertaken for political as well as administrative reasons. As James Perry (1991) stated, "It is a message from politicians and the public that the governed are in control and things are as they should be. At the same time, it is a way for administrators to communicate that they are responsive to important external constituencies and that they are doing something about perceptions of lagging performance" (p. 80). Regardless of the form it takes, PFP's popularity arises from a widespread belief that it makes pay contingent on objective measures of job performance, rather than on grade and seniority The logic of PFP suggests that pay is a primary performance management tool because, when properly administered, it can be an effective source of supervisory control over the day-to-day behavior of workers (Vroom, 1964; Porter and Lawler, 1968: Lawler, 1987). Pay for performance offers an intuitively appealing approach to incentives because the supervisory hierarchy sets measurable performance standards and goals, conducts performance evaluations, and consistently rewards employees for achieving goals and maintaining standards. Besides motivational effects, other benefits attributed to PFP systems

Design and implementation of a configuration management system

Abstract: The author has designed and implemented a configuration management system, which is based on the CMISE service. It provides several functions to configuration management users such as getting information about network resources, re-configuration of a managed network and so on. The author has introduced the network management domain concept and the object-oriented approach for defining managed objects. The service primitives supported by the configuration management system have been defined and the protocol between configuration managers for multi-domain management has been implemented. The author implemented CMISE service, simulator and management information base (MIB) based on the OSI network management framework. Fault and performance management functions are being implemented. >

Design and implementation of a multi-domain configuration management system

Abstract: The author has designed and implemented a configuration management system, which is based on the CMISE service It provides several functions to configuration management users such as getting information about network resources, re-configuration of a managed network and so on The network management domain concept and the object-oriented approach for defining managed objects are introduced The service primitives supported by the configuration management system have been defined and the protocol between configuration managers for multi-domain management has been implemented CMISE service, simulator and management information base (MIB) are based on the OSI network management framework Fault and performance management functions are being implemented

Managing human resources

Abstract: The core disciplines in managing human resources Part 1 Individual behaviour - individual differences and personality the learning process motivation individual orientation to work Part 2 Working in groups - groups and group dynamics communication the informal organization Part 3 Managing people in the organization - finding and selecting people generating competent performers performance management reward systems dealing with problem people

Bases of Work Motivation in Development Societies: A Framework for Performance Management

Abstract: In this essay authors endeavored to analyse and understand variables that adversely affect level of motivation and performance of people within work organizations in developing societies. The authors analyse and identify the endogenous and the exogenous variables affecting worker motivation. With respect to exogenous variables, it is apparent that employees, owing to enduring influences of past socialization, bring with them habits, norms, and expectations that guide their behaviours at work place. It is this cultural baggage they carry that is stubbornly resistant to change. This has to be accepted as given while attempting to improve employee motivation and performance. It is the set of endogenous organizational variables that need to be looked at more carefully for identifying action levers for improving worker motivation and performance. These action levers have to be designed in such a way that they become compatible with the socio-cultural norms of the employees. With particular reference to Indian organizations, we have formed these into the following imperatives. 1. The management ought to be guided by the dictum: “Labour is an investment” and develop an organizational culture that values and promotes human resource as an important asset. Top management must demonstrate a commitment to establish such a culture with proactive policies in human resource management areas such as recruitment, training, placement, job design, supervision etc. It is not enough to remain merely at the level of pious pronouncements, but to go further in demonstrating that pronouncements are translated into actions. Establishment of a culture that values human asset will go a long way in enhancing employee self-esteem and loyalty. 2. The management must undertake systematic manpower planning, evolve recruitment criteria and procedures based on behaviourally and/or skill anchored job analysis. 3. With respect to tasks, job definitions should be unambiguous and performance standards clear. Such job clarity would be welcome by the employees who belong to a culture high on uncertainty avoidance (Ho fstede, 1980). 4. Rewards, financial or otherwise, should be valued and must be perceived as based on performance. Perhaps there is no hitch in acknowledging this principle. But most organizations have far to go in implementing them. We have alluded to several management practices such as time-based compensation, inadequate performance appraisal etc. that hinder reward – performance contingency and equity in the Indian context. Such practices have to change if management wants organizational rewards to have motivational effects. What is needed is a systematic evaluation of both compensation and appraisal systems on the basis of two criteria culture congruence and motivational effectiveness. On the basis of such evaluation, the systems can then be redesigned to ensure that whatever rewards are offered by the organizations are needed and valued by employees, and perceived as equitable and are contingent on performance desired by the organizations. 5. Finally, appropriate supervisory support and guidance are necessary for the employees to be motivated to perform. Mendonca and Kanungo (1990) have proposed several concrete organizational interventions for effective performance management in developing countries. They also suggested that in the Indian context the manager must adopt a nurturant-task leadership style (Sinha 1980, 1990) which is congruent with the employees familial and cultural values.

Communities and Companies: CREATING A PARTNERSHIP

Abstract: Today the success of business and the public is intimately linked. The one‐time relationship between the public and a company, which at best was one of benign neglect, and at worst outright hostility, must be replaced by a partnership which ensures mutual success of both parties: for if one fails so must the other.

Optimizing Facilities Management Contracts in the Public Sector

Abstract: Focuses on how to get the best from contractors and addresses the achievement of this goal from an examination of prevailing attitudes in contracting relationships. Outlines the advantages of performance measures and suggests ways in which they can be implemented.

Quality management of human resources. Providers should begin by focusing on education, performance management, and reward systems

Abstract: For a quality management transformation to occur, a healthcare organization must focus on education and development, performance management, and recognition and reward systems during the first years of implementation Education and development are perhaps the most important human resource management functions when implementing quality management principles and processes because behavioral changes will be required at all organizational levels Specific programs that support an organization's quality management effort will vary but should include the conceptual, cultural, and technical aspects of quality management The essence of quality management is to always satisfy the customer and to continuously improve the services and products the organization offers The approach to performance management should therefore rely on customer feedback and satisfaction An organization committed to quality management should base its performance management approach on customer orientation, process improvement, employee involvement, decision making with data, and continuous improvement Managers and trustees are being challenged to provide innovative recognition and reward systems that reinforce the values and behaviors consistent with quality management Such systems must also be aligned with the behaviors and outcomes that support the philosophy, mission, and values of the Catholic healthcare ministry The following components should be considered for a recognition and reward system: base pay, incentives, benefits, and nonmonetary rewards