Showing papers on "Performance management published in 1995"

The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance

Abstract: This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.

Performance measurement system design: A literature review and research agenda

Abstract: The importance of performance measurement has long been recognized by academics and practitioners from a variety of functional disciplines. Seeks to bring together this diverse body of knowledge into a coherent whole. To ensure that the key issues are identified, focuses on the process of performance measurement system design, rather than the detail of specific measures. Following a comprehensive review of the literature, proposes a research agenda.

Effects of impression management on performance ratings: A longitudinal study.

Abstract: We tested a model proposing that subordinates' impression management behavior influences performance ratings through supervisors' liking of and perceived similarity to subordinates. We measured imp...

Building sustainable capacity in the public sector: What can be done?

Abstract: Effective government performance is central to the creation of market-oriented economies, secure and productive populations, and democratic political systems in developing countries. Capacity building to improve public sector performance is thus an important focus of development initiatives. Several implicit assumptions underlie most such efforts: that organizations or training activities are the logical site for capacity-building interventions; that administrative structures and monetary rewards determine organizational and individual performance; that organizations work well when structures and control mechanisms are in place; and that individual performance improves as a result of skill and technology transfer through training activities. Each of these assumptions is called into question by the findings of research carried out in six developing countries and reported in this article. Our studies indicate designing interventions that most constructively address sources of poor performance must follow from an assessment of a relatively broad set of variables, including the action environment in which all such activities take place. We also found that effective public sector performance is more often driven by strong organizational cultures, good management practices, and effective communication networks than it is by rules and regulations or procedures and pay scales. Our case studies further indicate that individual performance is more affected by opportunities for meaningful work, shared professional norms, teamwork, and promotion based on performance rather than it is by training in specific skills. In this article, we describe a framework or conceptual map that emphasizes that training activities, organizational performance and administrative structures are embedded within complex environments that significantly constrain their success and that often account for training or organizational failure. When it was applied in the six case study countries, the framework proved useful in identifying capacity gaps and providing a tool for the strategic design of interventions that are sensitive to the roots of performance deficits. This allows us to conclude that the assumptions underlying many capacity-building initiatives may focus attention on interventions that do not generate the highest payoffs in terms of improved performance.

Human Resource Management: An Experiential Approach

Abstract: I. THE SUCCESS SYSTEM: ANTICIPATING SUCCESS. 1. Human Resource Management: The Success System Model. II. THE SUCCESS SYSTEM: ATTRACTING A HIGH PERFORMING WORKFORCE. 2. The Success System: Equal Employment and the Law. 3. The Success System: HRM Planning, Job Analysis and Productivity. 4. The Success System: The Recruiting Process. 5. The Success System: The Selection Process. III. THE SUCCESS SYSTEM: DEVELOPING A HIGH PERFORMING WORKFORCE. 6. The Success System: Performance Management. 7. The Success System: Training and Developing Human Potential. 8. The Success System: Management and Organization Development. 9. The Success System: Career Development. IV. THE SUCCESS SYSTEM: MOTIVATING A HIGH PERFORMING WORKFORCE. 10. The Success System: Compensating High Performing Systems. 11. The Success System: Employee Benefits. 12. The Success System: Motivating in Changing Times: Pay for Performance. V. THE SUCCESS SYSTEM: MAINTAINING A HIGH PERFORMING WORKFORCE. 13. The Success System: Union Relations and Collective Bargaining. 14. The Success System: Employee Health and Safety. VI. THE SUCCESS SYSTEM: CHANGING A HIGH PERFORMING WORKFORCE. 15. The Success System: HRM Strategy. 16. The Success System: Changing for Success. 17. The Success System: Total Quality Management. 18. The Success System: Managing Diversity. VII. THE SUCCESS SYSTEM: FOCUSING ON A HIGH PERFORMING WORKFORCE. 19. The Success System: Human Resource Management: The Challenge and the Future. Index.

Health management performance

Abstract: A bewildering variety of performance measures and indicators in health management is evident in the literature and in practice. Reviews measures useful for health management performance accountability, and expands on the traditional notion of health performance measures to incorporate nominal and ordinal measures. The research is performed in the interest of stimulating discussion in the public domain and with the intent of expanding current notions of the term “performance indicator”. Develops a comprehensive framework from measurement and accountability theory, and the medical management, accounting and accountability literatures are reviewed. Highlights the importance of using non‐ratio measures to capture outcomes, structure and processes influenced by management; and suggests that disclosures which include measures from all elements of the framework would most closely account for management activity.

The performance management handbook

Abstract: Performance management - an overview, Peter Lawson developing organizational measures, Mike Walters developing process measures, Ann Gammie the appraisal process, Peter Lawson personal development planning, Mairin Gannon learning and development, Shirley Dalziel performance-related pay, Ashley Richardson bringing it all together - a case study and some conclusions, Mike Walters.

Performance management : a business process benchmarking approach

Abstract: The productivity term. Productivity and competitive advantage. Methods and models for measurement of productivity and performance. Performance evaluation of organizations. Productivity promoting management. Productivity promoting organization. Information flow in manufacturing. Total quality management. Productivity improvement techniques. Balancing management concepts for time, quality and cost. Procurement. Production and operations management. Project management. Materials flow.

Performance measurement in strategic change

Abstract: Performance measures form an important feedback‐loop in strategic change which represents a process of constant learning However, complete learning can only be achieved if a performance measurement system takes into account different value systems that exist within an organization and adapts dynamically to changes in the competitive environment First establishes the role that performance measures play in the process of strategic change An approach for the design of performance measurement systems for use in strategy evaluation and implementation is then presented Finally, demonstrates the ways in which a performance measurement system can be made flexible to account for changing conditions

Effective process management through performance measurement

Abstract: In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and reward and recognition systems. Each section of the model is introduced, and validated by the results of a survey of the performance measurement systems in a postal survey of 115 companies.

Toward sustainable development : struggling over India's Narmada River

Abstract: This timely book takes a wide-angled look at how the field of community development is evolving in an era of reduced resources, changing priorities, privatization, competition, and performance management at the federal, state, and local government levels, as well as for non-profits and private sector entities. It shows how community development organizations and programs are offering many new services, entering into new partnerships, developing extensive networks, and attracting new and alternative sources of funding - and how, in the process, these organizations are becoming more innovative, leaner in their operations, more competitive, and much more effective than ever before.Students, researchers, and policy-makers will all appreciate the numerous policy examples from the local, state, and federal levels, including a wide range of developments in housing, transportation, smart growth, education, and crime prevention. "Reengineering Community Development for the 21st Century" is an invaluable source for insights into the latest developments in community development financing and performance management.

People, Performance, and Pay: Dynamic Compensation for Changing Organizations

Abstract: In the rush to reengineer, implement TQM practices, form teams, and embrace other popular business strategies, most organizations have overlooked a critical component of successful change: how they pay their employees. Even though their responsibilities and corporate environments have undergone radical changes, most employees are still paid in the same ways they were paid twenty-five years ago. Thousands of companies still dole out annual merit increases and determine pay levels on the basis of employees' knowledge, length of service, number of direct reports, and rank on the organizational ladder-- values whose relevance has faded in today's flatter, faster, more flexible business environment. Now The Hay Group, which for the past forty years has set the standard globally for effective pay strategies, has addressed this important issue-- and once again has rewritten the rules for pay. "People, Performance, and Pay" identifies today's four most common organizational work cultures-- functional, process, time-based, and network-- and explains how to align innovative pay policies with each. With examples from LEGO, Hallmark, Holiday Inn, and other leading organizations, the authors explain how to assess an organization's current culture and determine what its future culture should be. They then demonstrate pay's role in such change initiatives, and how compensation must be integrated with other human resource processes, such as selection, training, and performance management. They also discuss the full range of pay strategies available today and how they can be best used to move the organization forward; for example, they recommend decreasing an organization's emphasis on base pay as it shifts from a functional culture to a process, time-based, or network culture. They also offer guidance on establishing team rewards, especially important in process and team-based cultures, and make a compelling case for putting more pay at risk through variable pay strategies. Here also is strategic advice on competency-based pay, performance-based rewards such as gainsharing, executive pay, and benefits programs. As responsibility for compensation strategies and compensation decisions shifts away from the realm of the Human Resource Department, line managers and senior executives will find "People, Performance, and Pay" an invaluable reference for effectively using salary, incentives, and benefits to motivate and reward employees, improve quality, and increase productivity.

Performance management and accountability in complex public programmes

Abstract: This paper examines the assessment of performance in complex public programmes. It reviews and critiques ways currently used to do this, and offers an alternative framework which it is argued is more responsive to the multilayered nature of performance in such programmes. It then demonstrates the applicability of this framework to a specific public programme. This is the Social Programme of the Rural Development Commission, which seeks to identify and meet social needs in rural areas of England. It ends by drawing some general conclusions from this exercise.

Creating quality-driven performance appraisal systems

Abstract: Executive Overview The total quality literature, although inspirational in its appeal, currently consists of multiple schools of thought with varying priorities. The research on performance appraisal, although extensive in scope, has been preoccupied with measurement accuracy. What then is a manager in a quality-driven firm to do? These limitations represent a challenge—to create a performance appraisal system that is congruent with quality precepts.

How to Re-Engineer Your Performance Management Process

Abstract: This text sets out to offer a practical, hands-on approach to re-engineering the performance management process in order to ensure true effectiveness. The book draws on real case studies of work with Hay clients in the US, UK and other Western European countries. It is written primarily for users of performance management, ie, all line managers and employees. The author stresses that for performance management to be fully effective it has to be a collaborative exercise between managers and staff: it is not, or should not be, a process which is "done to you"; everybody should accept the responsibility of making it work. The first part of the text deals with the current state of play with the use of performance management in organizations in the US and Western Europe. It defines performance management, assesses how well it is doing, how organizations are changing and discusses the implications of these organizational changes on traditional approaches to performance management. The second part of the book outlines the steps to be taken to re-engineer the traditional approach into a more effective performance management process.

Performance measurement, management, and appraisal sourcebook

Abstract: This sourcebook provides complete, up-to-date coverage of all aspects of performance management -- communication, coaching, measuring, rating, reviewing, and developing. It is a collection of articles from today's most authoritative sources which have been pre-selected and organized by experts to make it easy for you to get the best information on current trends in the field.This is an invaluable resource for those who are designing, managing, and evaluating performance management systems. It links performance management to strategy, and discusses it as an organizational culture change mechanism. The articles and other resources have been carefully selected to emphasize application, which makes this a practical "how to" sourcebook on all aspects of performance.Also included are ready-to-use, fully reproducible handouts, questionnaires, transparency masters, and other materials to use in presentations and training.

The Development of Strategic Performance Metrics

Abstract: Performance measurement is perhaps the most powerful management tool available for strategy deployment. Unfortunately, current literature indicates that most performance measurement systems used today are poorly suited for this purpose. In addition, while researchers and practitioners increasingly view the business organization as a collection of interrelated processes or activities, most businesses continue to structure their performance measurement systems functionally according to an organization chart. Such systems provide little information about the performance of complex business processes or about activities that cross functional boundaries.This article identifies the attributes of effective performance measurement systems recommended in the literature. The deficiencies of current performance measurement systems are then examined. A quality function deployment–based methodology for identifying strategically relevant performance metrics to control and improve business processes at the activ...

Performance Management Is "Running the Business":

Abstract: Laterally oriented, fast-changing organizations make traditional performance management practices obsolete. Competitive companies need to embrace effective new approaches to managing performance.

A Proven Connection Performance Management and Business Results

Abstract: A new research study shows a clear correlation between HR performance management programs and improved bottom-line results.

Effective process management through performance measurement: part I – applications of total quality‐based performance measurement

Abstract: Sustainable competitiveness can only come through building robustness into processes and their effective management and control. Through a culture of continuous improvement and using the Deming Cycle of plan‐do‐check‐act, complacency can be prevented and value optimized for the end customer. Measurement is the trigger for process improvement and the achievement of superior competitive standards. In the first of three articles, following a review of the literature, studies the applications of total quality‐based performance measurement through two case studies. The type of practices highlighted suggest that performance measurement forms a broad, integrated concept in organizations which have implemented TQM. Few organizations have developed a separate “performance measurement system”; performance measurement instead forms an integral part of the management processes and systems within the organization. In the second article, develops a comparison of 15 case studies. From this analysis, introduces and tests a model of total quality‐based performance measurement in the third article of the series.

Performance measurement as an obstacle to TQM

Abstract: Describes the results of a survey which shows that there is a gap between managers’ understanding of the importance of using performance measures, and the actual performance measures used. Argues that an inappropriate performance measurement could be a major cause of failure in the implementation of total quality management.

Reward Management: Employee Performance, Motivation and Pay

Abstract: 1. Employee and Organizational Performance. 2. Theories of Motivation. 3. Performance Management. 4. Remuneration and Motivation. 5. Developments in Payment Systems. 6. Establishing Remuneration Systems. 7. Job Evaluation. 8. Equal Pay. 9. Remuneration Benefits. 10. Pension Schemes. 11. Systems of Performance Related Remuneration. 12. Remuneration in an International Context. 13. Managing the Reward System. Bibliography. Acknowledgements. Glossary.

An architecture for performance management of multimedia networks

Abstract: A principal requirement for multimedia networks is the ability to allocate resources to network services with different quality-of-service demands. The objectives of achieving efficient resource utilization, providing quality-of-service guarantees, and adapting to changes in traffic statistics make performance management for multimedia networks a challenging endeavor. In this paper, we address the following questions: what is the respective role of the real—time control system, the performance management system, and the network operator, and how do they interact in order to achieve performance management objectives? We introduce an architecture for performance management, which is based on the idea of controlling network performance by tuning the resource control tasks in the traffic control system. The architecture is built around the L-E model, a generic system-level abstraction of a resource control task. We use a cockpit metaphor to explain how a network operator interacts with the management system while pursuing management objectives.

The financial management initiative in the u.k. public sector: the symbolic role of performance reporting

Abstract: The emerging principles of performance reporting are explored in the context of urban policy and inner city regeneration programmes in the UK, upon which a great deal of evaluative research has been carried out in the last decade. The paper questions the extent that performance management principles as embodied by the FMI are necessary for public accountability. It illustrates that implementation of performance reporting in the urban regeneration programme has had a symbolic role in generating myths and images about practice which imply that the “rational model” of decision making is in operation. The imposition of performance reporting cannot per se guarantee improvements, in the sense of learning, in the organising approaches adopted by public sector organisations.

Deterioration characteristics of building components : a data collecting model to support performance management

Abstract: • A submitted manuscript is the author's version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers.

Performance-Based Assessments: External, Internal, and Self-Assessment Tools for Total Quality Management

Abstract: This book introduces a proactive management paradigm for organizational success. You'll receive practical advice and specific direction on a vital aspect of any quality management program - the assessment of organizational performance. Measuring a company's performance provides individuals and organizations with an essential tool to reach and maintain excellence, and to implement continual improvement strategies. Performance-Based Assessments examines the role of performance assessments in analyzing the results of an organization's activities and operations. Authors Paul F. Wilson and Richard D. Pearson stress the importance of learning how continual assessment can be used to help identify effective performance and opportunities for improvement. This book will teach you how performance assessments result in realistic and meaningful improvements; the concepts of performance-based and effectiveness evaluations; how to develop an appropriate mix of external, internal, and self assessments to measure the success of your programs; an entire how-to approach to performance assessment, from measurement and evaluation, analysis, through effectiveness follow-up; that the use of performance assessment is a requirement in developing and implementing any viable productivity and quality improvement program; and to create win-win results for your organization by using performance-based assessments. A wide variety of figures and examples effectively illustrates the many benefits of performance assessments, to make it easy for organizations from different environments to readily apply the methods described in this book. Performance-Based Assessments is an ideal guide for any individual responsible fororganizing and evaluating a quality effort to obtain a sense and measure of individual, group, and organizational performance.