Showing papers on "Performance management published in 1999"
TL;DR: A framework for analysing the operation of management control systems structured around five central issues, which relate to objectives, strategies and plans for their attainment, target-setting, incentive and reward structures and information feedback loops is proposed.
1,938 citations
TL;DR: A broad review of the current state-of-the-art in business performance measurement can be found in this article, where the authors argue that the changing nature of work, increasing competition, specific improvement initiatives, national and international quality awards, changing organisational roles, changing external demands, and the power of information technology are the main reasons why business performance has become so topical.
Abstract: Asks why business performance measurement has become so topical, so recently. Argues that there are seven main reasons: the changing nature of work; increasing competition; specific improvement initiatives; national and international quality awards; changing organisational roles; changing external demands; and the power of information technology. Evidence to support this assertion is drawn from the academic and practitioner literatures, interviews and discussions with people specialising in the field and a broad review of the current state‐of‐the‐art in business performance measurement. Presents a framework onto which current research in business performance measurement can be mapped and identifies areas which require further work.
1,180 citations
Abstract: The management of competing stakeholder interests has emerged as a significant topic in the management literature. Related issues are the relationship between stakeholder management and the perception that a firm is socially responsible, and the performance implications of both stakeholder management and social responsibility. Theory and models surrounding these issues are abundant, but empirical research is in an early stage. This research forum reports six excellent efforts to tackle fundamental ideas about stakeholders, social responsibility, and performance.
1,042 citations
TL;DR: In this article, the authors examined the links between leadership style, the use of humor, and two measures of performance, and found that leadership style was moderated by using humor in its re...
Abstract: In this study, we examined the links between leadership style, the use of humor, and two measures of performance. Results indicated that leadership style was moderated by the use of humor in its re...
366 citations
Book•
01 Jan 1999
TL;DR: In this article, a theory of compilation and performance across levels and time is proposed for measuring and evaluating employee performance in a post-industrial work environment, focusing on three key processes: staffing, motivation, and employee development.
Abstract: Foreword. Preface. The Authors. Introduction: Employee Performance in Today's Organizations. CHANGES IN WORK THAT IMPACT PERFORMANCE. Technology and Performance. Performance Assessment in Unique Jobs. Contingent Employees: Individual and Organizational Considerations. Continuous Learning. Customer-Driven Employee Performance. Leadership and the Changing Nature of Performance. Developing Adaptive Teams: A Theory of Compilation and Performance Across Levels and Time. THE EFFECT OF CHANGE ON THREE KEY PROCESSES - STAFFING, MOTIVATION, AND EMPLOYEE DEVELOPMENT. The Challenge of Staffing a Postindustrial Workplace. Managing Work Role Performance: Challenges for Twenty-First Century Organizations and their Employees. Performance and Employee Development. CONCLUDING REMARKS. The Definition and Measurement of Performance in the New Age. Name Index. Subject Index.
289 citations
Book•
01 Jan 1999
TL;DR: The changing nature of business performance measurement is a reflection what you measure is what you get stakeholder perspectives of performance management a critical resource perspective integrated performance management tools - a balanced approach relating performance measurement and strategy a contingency theory for measurement the role of the management accountant as mentioned in this paper.
Abstract: The changing nature of business performance measurement a reflection what you measure is what you get stakeholder perspectives of performance management a critical resource perspective integrated performance management tools - a balanced approach relating performance measurement and strategy a contingency theory for measurement the role of the management accountant a re-appraisal.
263 citations
TL;DR: The pitfalls relating to the indiscriminate use of common maintenance performance indicators are discussed and four approaches to maintenance performance measures are reviewed in this paper.
Abstract: Performance measures should be linked to an organization’s strategy in order to provide useful information for making effective decisions and shaping desirable employee behaviour. The pitfalls relating to the indiscriminate use of common maintenance performance indicators are discussed in this paper. It also reviews four approaches to maintenance performance measures. The value‐based performance measure evaluates the impact of maintenance activities on the future value of the organization. The Balanced Scorecard (BSC) provides a framework for translating strategy into operational measures that collectively capture the critical requirements for sustaining the organization’s success. System audits are the tool for measuring organizational culture, which in turn determines the appropriate approach to the organization of maintenance functions. The operational efficiency of an organization’s maintenance function can be benchmarked with those of its counterparts in other organizations by using Data Envelopment Analysis (DEA). Among these approaches, the one which builds on the BSC embraces the design principles of a good performance measurement system. To smooth the adoption of the BSC approach to managing maintenance operations, a related research agenda is proposed in the concluding section.
248 citations
TL;DR: In this paper, a taxonomy of specialist roles in the IT adoption process is proposed and illustrated in a series of brief case studies, and the relationships between different HR specialist roles and selected IS success measures were examined in more than 60 organizations across East and Southeast Asia.
Abstract: Despite remarkable advances in information technology (IT), many computer-based information systems (IS) still fall short of performance expectations. A growing share of these implementation failures are due to nontechnical factors. This article considers the human factors and human resource (HR) management issues associated with IT assimilation. A taxonomy of specialist roles in the IS adoption process is proposed and illustrated in a series of brief case studies. The results from a field investigation are then reported. The relationships between different HR specialist roles and selected IS success measures were examined in more than 60 organizations across East and Southeast Asia. Proactive and supportive HR roles were found to be associated with greater user satisfaction, smoother organizational change and improved productivity, but did not significantly affect perceived output quality. The implications for management practice are discussed and specific areas for further research are identified.
173 citations
TL;DR: In this paper, a local job-training agency's use of performance-based contracting addresses a central question: Do JTPA program administrators use the performance standards system effectively to motivate behavior on the part of contractors, behavior that enhances agency performance and is consistent with program goals?
Abstract: This research on a local job-training agency's use of performance-based contracting addresses a central question: Do JTPA program administrators use the performance standards system effectively to motivate behavior on the part of contractors, behavior that enhances agency performance and is consistent with program goals? Ifind some evidence that this agency uses information obtained from its performance-based contracting system to make resource allocation decisions. Service providers' performance relative to cost standards emerges as the most important criteria in these decisions. I conclude, however, that the performance standards system is not well designed, as performance measures are not strongly correlated with program goals and the predominance of cost-per-placement considerations has negative implications for service quality. Regardless of the type of organization and its mission or product, the use of performance standards and incentives serves a basic objective: to focus management attention on important organizational goals and to motivate behavior and decision making that enhance organizational performance toward those goals. When performance standards are employed in contracts between organizations or in some contract structures within organizations, linking compensation and other rewards or sanctions to contractors' or agents' performance relative to specific goals, they also may be used to manage risk and moderate principal-agent problems. Performance standards are used widely in private, for-profit organizations, where organizational goals typically center on 363/Journal of Public Administration Research and Theory This research was supported by grants from the American Bar Foundation, the Joyce Foundation, and the John D. and Catherine T. MacArthur Foundation. I thank James Heckman, Peter Mueser, Burt Barnow, Jeffrey Smith, Neil Hohmann, and anonymous reviewers for helpful comments and Annie Zhang for computer programming assistance. J-PART 9(1999):3:363-393 This content downloaded from 157.55.39.163 on Wed, 21 Sep 2016 04:28:02 UTC All use subject to http://about.jstor.org/terms Performance Management Information profit maximization. In the last two decades, performance standards also have drawn increasing attention from public policy makers. The Job Training Partnership Act (JTPA) of 1982 was the first large-scale, federally funded program to mandate the use of performance standards in state and local programs. Performance standards are being introduced into welfare-towork programs, child welfare agencies, child support enforcement programs, and other programs funded partly or entirely by the government. For example, under the Temporary Assistance for Needy Families program that has replaced Aid to Families with Dependent Children, states are competing for one billion dollars in bonuses based on their success in meeting employment goals and teen birth reduction goals. In addition, the Casey Foundation of Baltimore currently is supporting efforts to assist child welfare agencies in implementing performance-based contracting, while the State of Illinois already has begun trials of these performance initiatives in its foster care system. Political support for the use of performance standards continues to grow, consistent with public demands for increased efficiency and accountability from government agencies. While much has been said in theory and little is known in practice about the operation of performance standards and incentives, most of what we have learned comes from studies of private, for-profit organizations. Leading this research, Baker (1992), Baker, Gibbons, and Murphy (1994 and 1996), and Hart and Holmstrom (1987; 1988; 1995), and Holmstrom and Milgrom (1987; 1991; 1994) apply established theories of the firm neoclassical theory, principal-agent theory, transaction costs theories, and property rights approaches-to study contracts and incentives within and between firms. They examine the use of performance measures and derive theories of optimal incentive contracts under varying conditions. Employing a primarily theoretical approach, they also study the efficiency of performance measures and the distortionary effects of nonoptimal incentive
155 citations
TL;DR: In this paper, the authors examined the impact of employees' use of influence tactics on their evaluations of the fairness of the performance evaluation process and found that the use of supervisor influence tactics had a significant impact on the evaluation process.
Abstract: The present study examined the impact of employees’ use of influence tactics on their evaluations of the fairness of the performance evaluation process. Results indicated that the use of supervisor...
142 citations
Book•
09 Apr 1999
TL;DR: In this paper, the authors present performance appraisal in a quality context: a new look at an old problem, including legal issues in performance appraisals and the use of feedback.
Abstract: Foreward. THE PERFORMANCE APPRAISAL ENVIRONMENT. Effective Performance Management: A Focus on Precision, Customers, and Situational Constraints. Current Legal Issues in Performance Appraisal. International Performance Measurement and Management. Performance Appraisal in a Quality Context: A New Look at an Old Problem. Games Raters Play: Politics, Strategies, and Impression Management in Performance Appraisal. METHODS OF APPRAISING PERFORMANCE. Creating Performance Management Systems That Promote Perceptions of Fairness. Performance Appraisal in Team Settings. Using Multisource Feedback for Employee Development and Personnel Decisions. The Advantages and Pitfalls of Self--Assessment in Organizations. Evaluating Executive Performance. Training Raters to Increase the Accuracy of Appraisals and the Usefulness of Feedback. LINKING APPRAISAL TO THE LARGER HUMAN PERFORMANCE SYSTEMS. Linking Appraisals to Individual Development and Training. Performance--Based Pay Plans. Lessons Learned: Research Implications for Performance Appraisal and Management Practice.
TL;DR: In this article, the authors developed and validated a scale measuring the extent of market orientation of a business organization's management systems including the organization system, information system, planning system, the controlling system, and the human resource management system.
Abstract: Market orientation has received substantial academic and practitioner interest over the last decade. However, previous research has not addressed the issue how a company's management systems can be designed in a market-oriented way. Starting from a systems-based perspective of management, the authors develop and validate a scale measuring the extent of market orientation of a business organization's management systems including the organization system, the information system, the planning system, the controlling system, and the human resource management system. Empirical results reveal a substantial positive impact of market-oriented management on market performance which in turn leads to financial performance.
TL;DR: Study of how medical professionals perceived recent organizational changes and financial cut-backs in terms of organizational and health care quality found job satisfaction was more strongly associated with organizational well-being than staff-perceived quality of care.
Abstract: Objectives. To study how medical professionals perceived recent organizational changes and financial cut-backs in terms of organizational and health care quality.
Design. A cross-sectional questionnaire survey.
Setting. County council of Stockholm.
Participants. A random sample ( n =936; 70% response rate) of physicians and nurses employed by the county council of Stockholm.
Main outcome measures. Staff perception of how recent changes impacted on staff-perceived quality of care, staffs' skills development, management, and perceived organizational efficacy.
Results. Over 60% of the respondents rated that patients' access to health care had diminished as a result of ongoing changes. A similar percentage also perceived a decline in the quality of health care delivered in general. However, fewer staff rated a decline during the last year in the quality of care provided by their own department (44%). Staff rating that quality of care in their own department had worsened during the last year also scored substantially lower on all counts of organizational well-being. The most important determinants of staff-perceived quality of care were staff access to pertinent information concerning their daily work and organizational changes, participatory management, performance management, and job commitment. Job satisfaction was more strongly associated with organizational well-being than staff-perceived quality of care.
Conclusion. Staff perception should be used as an additional indicator of quality of care. To improve quality of care further, management should encourage staff involvement in everyday management issues, including up-to-date information about organizational goals and mission.
TL;DR: The authors examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees, grounded in uncertainty reduction and impression management theory, and found that the effect of the feedback on transferee's performance varied over time.
Abstract: We examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees. Hypotheses were grounded in uncertainty reduction and impression management theor...
TL;DR: A longitudinal evaluation was conducted on the effects of introducing a performance management system (PMS), which featured merit-based bonus pay, on subsequent employee attitudes and self-reported work effort in a small, government organization as mentioned in this paper.
Abstract: A longitudinal evaluation was conducted on the effects of introducing a performance management system (PMS), which featured merit-based bonus pay, on subsequent employee attitudes and self-reported work effort in a small, government organization. Additionally, employees' targets of blame for receiving lower-than-expected ratings were explored. A significant change in employees' organizational commitment occurred over the time that the PMS was implemented, with a substantial increase occurring within the performance planning/goal-setting phase, followed by a slight decay over the following year, but still ending higher than the pre-PMS baseline level. Substantial increases in ratings of satisfaction and cooperation with one's supervisor were found with the introduction of the PMS for low performers (particularly following the performance planning/goal-setting phase). In contrast, however, high performers had high base-line levels of these attitudes toward supervision, followed by substantial drops immediat...
TL;DR: In this article, the authors discuss the link between evaluation and performance management, drawing the audience's attention to how they are different and how complementary (e.g. where evaluation provides the framework to develop 'good' indicators, where performance data can be used for evaluation and an interdependent relationship).
Abstract: This article discusses the link between evaluation and performance management, drawing the audience's attention to how they are different and how they are complementary (e.g. where evaluation provides the framework to develop ‘good’ indicators, where performance data can be used for evaluation and an interdependent relationship). Having looked at some of the problems and pitfalls, the article concludes by focusing on this complementarity and argues that evaluators can and should contribute to debates about improving performance within organizations.
01 Aug 1999
TL;DR: In the age of alliances, the competitive advantage of a firm would reside in its capability to manage alliances better than peers or competitors as discussed by the authors, and adopting a knowledge-based approach, they examine the...
Abstract: In the age of alliances, the competitive advantage of a firm would reside in its capability to manage alliances better than peers or competitors. Adopting a knowledge-based approach, we examine the...
Book•
01 Jan 1999
TL;DR: In this article, the authors propose a soft and hard models of human resource management, and discuss the role and practice of diversity for the role of human resources in a new career.
Abstract: 1. Introduction 2. Soft and Hard Models of Human Resource Management 3. Performance Management in Fast-changing Environments 4. The Rhetoric and Reality of 'New Careers' 5. Managing Culture 6. Contextual Diversity for the role and Practice of HR 7. HRM policies and Management Practices 8. Transformation at the Leading Edge 9. People Processes as a Source of Competitive Advantage 10. The Emerging Themes
TL;DR: The authors argue that complex approaches to performance improvement such as benchmarking, however powerful they may be, are only as effective as the people who apply them and their compatibility with the organisational context in which they are used.
Abstract: This paper critiques the notion that a single approach to performance improvement can alone be responsible for significant organisational transformation. We draw on phenomenological case study evidence, placed in the context of an ongoing series of studies of the nature and prevalence of best practice benchmarking in the UK, including large‐scale questionnaire surveys and longitudinal case studies of the rich experiences of a number of practitioners and organisations. We argue that complex approaches to performance improvement such as benchmarking, however technically powerful they may be, are only as effective as the people who apply them and their compatibility with the organisational context in which they are used. The contribution of such methods is often difficult to separate from other variables. In addition to internal organisational characteristics, external contextual factors play an important part both in establishing a need to use such approaches, and encouraging commitment to their use. Some of the clearest examples of the distortion of the potential impact of new management practices by the wider policy context can be found in public services such as the National Health Service, from which examples are drawn in this paper.
TL;DR: In this article, the authors used a financial-halo- removed measure of quality of management as a control variable, along with more traditional controls of size, risk, and industry.
Abstract: This research note advances understanding of the possible link between social and financial performance by using a financial-halo- removed measure of quality of management as control variable, along with more traditional controls of size, risk, and industry. The control, quality of management, is found to be highly associated with financial performance. Corporate social performance, measured both as a single indexed variable and as treatment of separate primary stakeholders (product/customer, employees, environment, and community), produces negligible or insignificant relationships with financial performance.
TL;DR: The burgeoning performance management movement, with its emphasis on social program "results" measured typically by a limited set of quantitative indicators, has developed a life of its own largely... as mentioned in this paper.
Abstract: The burgeoning performance management movement, with its emphasis on social program ‘results’ measured typically by a limited set of quantitative indicators, has developed a life of its own largely...
TL;DR: In this article, National Culture and Performance Management in MNC Subsidiaries: Vol. 29, Comparative and International Human Resource Management, pp. 45-66, is discussed.
Abstract: (1999). National Culture and Performance Management in MNC Subsidiaries. International Studies of Management & Organization: Vol. 29, Comparative and International Human Resource Management, pp. 45-66.
Book•
01 Jan 1999
TL;DR: The past, present, and future in teams: The Role of Human Resource Professionals in Managing Team Performance as mentioned in this paper is the role of human resource professionals in managing team performance and personal and career development: Personal and Career Development: The Best and Worst of Times.
Abstract: CHANGES IN THE WORLD OF WORK: SIGNS AND ROOT CAUSES. The "DELTA Forces" Causing Change in Human Resource Management. Motivation, Commitment, and the "New Contracts" Between Employers and Employees. SPECIFIC PRACTICE AREAS: PAST, PRESENT, AND FUTURE. Is Job Analysis Dead, Misunderstood, or Both? New Forms of Work Analysis and Design. Recruitment and Selection: Benchmarking at the Millenium. Our Past, Present, and Future in Teams: The Role of Human Resource Professionals in Managing Team Performance. Performance Management: The Real Glue in Organizations. Personal and Career Development: The Best and Worst of Times. Leadership Development: Contemporary Practices. Building Room at the Top: Selecting Senior Executives Who Can Lead and Succeed in the New World of Work. Worker Participation: Current Promise, Future Prospects. Diversity: Lessons from Global Human Resource Practices. HELPING ORGANIZATIONS CHANGE: COPING WITH DOWNSIZING, MERGERS, REENGINEERING, AND REORGANIZATIONS. Organization Surveys: Coming of Age for a New Era. Is the Sky Really Falling? A View of the Future.
TL;DR: The proposed model introduces basic relations between source, object and performance characteristics of process innovation at conceptual level and suggests the basic relations of effectiveness to be operationalised as assessment tools for a decision support system ofprocess innovation.
TL;DR: The growing power and influence of the central state in British education and the policy hysteria which frequently characterize it are considered in this article, where the implications of centralizing, rationalizing trend for professional development and research are explored and strategies for responding to it are proposed.
Abstract: The growing power and influence of the central state in British education and the policy hysteria which frequently characterize it are considered. Policy is largely based on performance management and other technicalrational approaches and the article questions whether these provide an adequate framework for the complex and fluid future which education faces. Best practice outside education is assumed to be founded on rationalistic approaches, but recent research suggests that staff commitment and satisfaction are key factors in producing results. The implications of the centralizing, rationalizing trend for professional development and research are explored and strategies for responding to it are proposed.
Book•
25 Jun 1999
TL;DR: Farnham and Horton as mentioned in this paper discussed the politics of public sector change and the role of public managers in public service change in the British public service and highlighted the importance of information and communication technology in the management of public services.
Abstract: PART 1: THE CHANGING CONTEXTS OF PUBLIC MANAGEMENT The Politics of Public Sector Change D.Farnham & S.Horton Globalization, Europeanisation and Management of the British State S.Cope Managing Public and Private Organisations D.Farnham & S.Horton PART 2: MANAGERIAL FUNCTIONS Strategic Management in Public Services K.Isaac-Henry Performance Management, Quality Management and Contracts J.Rouse Marketing in the Public Sector R.Christie & J.Brown Human Resources Management and Employment Relations D.Farnham Exploiting Information and Communication Technology C.Bellamy PART 3: CASE STUDIES The Civil Service S.Horton Managing Local Public Services C.Painter & K.Isaac-Henry The National Health Service S.Corby Education D.Holloway, S.Horton & D.Farnham Managing the Police B.Loveday Social Services and Community Care E.Brunsden & M.May PART 4: CONCLUSION New Labour and the Management of Public Services: Legacies, Impact and Prospects S.Horton & D.Farnham
TL;DR: A model that summarizes a wide body of research into the nature of individual performance is developed and it is proposed that this model can be used to guide a range of human resource management practices.
Abstract: Human resource management interventions frequently aim to improve indi vidual work performance. Despite research into the effectiveness of these inter ventions, little is known about the process through which HRM interventions influence individual performance. We develop a model that summarizes a wide body of research into the nature of individual performance and propose that this model can be used to guide a range of human resource management practices. Implications of a model of performance for the areas of job design and training are discussed.
TL;DR: In this paper, the authors examined the relationship between national culture and high commitment management (HCM) and found that the adoption of certain individual HCM practices is more closely associated with superior employee performance in countries with certain cultural characteristics than in others.
Abstract: This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning the relationship between national culture and the take‐up of specific HCM practices are derived. Empirical results demonstrating the relationship between national culture and the take‐up of particular HCM practices across nine countries are presented. The paper further establishes that the adoption of certain individual HCM practices is more closely associated with superior employee performance in countries with certain cultural characteristics than in others. However, when HCM is implemented as a package of practices, it is found to be associated with superior employee performance across different cultural settings. The paper concludes that national culture plays an exogenous determining role in the adoption of HCM practices, with the result that the globalisation of HCM practices should be undertaken with sensitivity.
Book•
01 Dec 1999
TL;DR: The performance-related pay paradox as mentioned in this paper was a strategic approach to paying for contributions using competency related pay to reward contribution improving the design of merit pay bonus schemes performance management communications involvement and trust managing and devolving pay introducing pay for contribution in your own organization.
Abstract: The performance-related pay paradox performance-related pay in the 1990s a strategic approach to paying for contributions using competency-related pay to reward contribution improving the design of merit pay bonus schemes performance management communications involvement and trust managing and devolving pay introducing pay for contribution in your own organization.
TL;DR: In this article, the authors examine the role of performance management in the development and maintenance of cultural control in multinational enterprises and employ a multilevel, multidisciplinary approach to synthesize the dimensions of the control mix, and examine their underlying assumptions.
Abstract: This conceptual paper examines the role of performance management in the development and maintenance of cultural control in multinational enterprises. It employs a multilevel, multidisciplinary approach to synthesize the dimensions of the control mix, and examines their underlying assumptions.