Showing papers on "Performance management published in 2009"

Governing education through data in England: from regulation to self‐evaluation

Abstract: This paper explores the relationship between changing forms of the governance of education and the growth and uses of data in the context of England – a context that can be described as the most ‘advanced’ in Europe in terms of data production and use. The paper links the shifting relations between the central department of education (variously known between the 1980s and the time of writing as the Department of Education and Science [DES], Department for Education and Skills [DfES] and the Department for Children, Schools and Families [DCSF]), the local education authorities and the schools to the growth and development of data‐based systems of inspection and performance management, and suggests that the massive growth of data has unbalanced the relations of governing and created highly centralised system steering. Recent attempts to ‘rebalance’ steering through ‘intelligent accountability’ invoke network principles and self‐regulation through self‐evaluation, and thus give the appearance of deregulation...

Emerging themes in management control: a review of recent literature

Abstract: This review starts from the lines of enquiry suggested by Otley et al. [Otley, D.T., Broadbent, J.M., Berry, A.J., 1995. Research in management control: an overview of its development. British Journal of Management 6, S31–S34] and develops these themes in the light of more recently published research. Hence this review is structured around the following emerging themes; Decision making for Strategic Control; Performance Management for Strategic Control; Control Models for Performance Management and Measurement; Management Control and New Forms of Organisation; Control and Risk; Culture and Control; and Practice and Theory. Whilst research has been evident in all of these areas, relatively little attention has been paid to information and communication technologies and its impact upon control system design and capability, nor did we find much literature on control and gender, or on control and sustainability. Further there has been relatively little research on control and risk or upon control and culture. The limitations of overarching frameworks are noted and we conclude that it seems essential to place more emphasis on research which attends to the relationship of control practices and theory which will require more embedded and collaborative research processes.

Improving supply chain performance management: A systematic approach to analyzing iterative KPI accomplishment

Abstract: Improving supply chain performance has become one of the critical issues for gaining competitive advantages for companies. This paper proposes a framework using a systematic approach to improving the iterative key performance indicators (KPIs) accomplishment in a supply chain context. The proposed framework quantitatively analyzes the interdependent relationships among a set of KPIs. It can identify crucial KPI accomplishment costs and propose performance improvement strategies for decision-makers in a supply chain. A scenario of a large retail company is also discussed to explain the application of this framework.

Selection of performance objectives and key performance indicators in public–private partnership projects to achieve value for money

Abstract: Public–private partnerships (PPPs) have been applied widely in the global construction market. During the life cycle of PPP projects, their performance could be affected by a number of factors and their interactions, which might cause the inefficiency and ineffectiveness of the projects. Previous researches on PPPs mainly concentrated on the procurement, success measurement and risk management of PPPs, but paid little attention to the process factors that can strongly influence the performance of PPPs. In order to improve process and performance management in PPPs, the performance objectives and key performance indicators (KPIs) are identified to improve the partnership outcomes. Based on the goal‐setting theory, 15 performance objectives are selected. The relative significance and difference of performance objectives for different stakeholders are presented based on a structured questionnaire survey. The survey results show that all identified objectives are important. In spite of stakeholders' common op...

Organization Development & Change

Abstract: 1. General Introduction to Organization Development. Part I: OVERVIEW OF OD. 2. The Nature of Planned Change. 3. The Organization Development Practitioner. Part II: THE PROCESS OF ORGANIZATION DEVELOPMENT. 4. Entering and Contracting. 5. Diagnosing Organizations. 6. Diagnosing Groups and Individuals. 7. Collecting and Analyzing Diagnostic Information. 8. Feeding Back Diagnostic Information. 9. Designing Interventions. 10. Managing Change. 11. Evaluating and Institutionalizing Interventions. Cases: Kenworth Motors. Peppercorn Dining. Sunflower Incorporated. Initiating Change in the Manufacturing and Distribution Division of PolyProd. Evaluating the Change Agent Program at Siemens Nixdorf (A). Part III: HUMAN PROCESS INTERVENTIONS. 12. Interpersonal and Group Process Approaches. 13. Organization Process Approaches. Cases: Lincoln Hospital. Ben and Jerry's. Part IV: TECHNO-STRUCTURAL INTERVENTIONS. 14. Restructuring Organizations. 15. Employee Involvement. 16. Work Design. Cases: City of Carlsbad (A). C&S Wholesale Grocers. Part V: HUMAN RESOURCE INTERVENTIONS. 17. Performance Management. 18. Developing Talent. 19. Managing Workforce Diversity and Wellness. Cases: Employee Benefits at HealthCo Sharpe BMW. Part VI: Strategic Change Interventions. 20. Transformational Change. 21. Continuous Change. 22. Transorganization Change. Cases: Fourwinds Marina Leading Strategic Change at DaVita. Part VII: SPECIAL APPLICATIONS OF ORGANIZATION DEVELOPMENT. 23. Organization Development in Global Settings. 24. Organization Development in Health Care, Family Businesses, School Systems, and the Public Sector. 25. The Future of Organization Development. Integrative Cases: B.R. Richardson Timber Products. Black & Decker International.

The relationship between knowledge management enablers and performance

Abstract: – This paper aims to study the correlation between knowledge management (KM) enablers and performance indices of KM., – Referring to the literature reviews, it attempts to construct the KM process performance index, analyze its importance, and further analyze a company's characteristics, the relationship between KM enablers with the importance of the KM process performance index, and try to adopt four KM enablers as independent variables. Lastly, it intends to explore whether the relationship between the importance of the KM process performance and financial performance indices affects the importance of the financial performance index., – Among KM enablers, the factor strategy and leadership appears to be one of the most significant positive relationships among all of the KM process performance indices. The importance of performance indices in knowledge creation and knowledge internalization on the operational and customer sides show a positive, significant relationship in the importance of the financial performance index., – With the constraint of the number of samples, this study does not construct the KM process performance indices of every industry category or strategy., – The main contribution of the paper is that it explores the causes that influence KM process performance indices, and this enriches empirical research literatures in the domain of the KM process performance indices.

Impact of TQM on company's performance

Abstract: Purpose – The purpose of this paper is to investigate the impact of total quality management (TQM) implementation on different dimensions of company performance.Design/methodology/approach – The study investigates Canadian finalists (winners and certificates of merit) in the Total Quality category of the Canada Awards for Business Excellence. The data were collected either through in‐depth personal interviews or by mail/telephone using the questionnaire and then analyzed.Findings – The data analysis confirmed the hypothesized positive impact of TQM on all investigated dimensions of company performance, i.e. employee relations (improved employee participation and morale), operating procedures (improved products and services quality, process and productivity, and reduced errors/defects), customer satisfaction (reduced number of customer complaints), and financial results (increased profitability).Research limitations/implications – Small sample size limited the scope of statistical analysis. Also, the resul...

How Plant Managers' Experiences and Attitudes Toward Sustainability Relate to Operational Performance

Abstract: Managers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.

Why do standardized ISO 14001 environmental management systems lead to heterogeneous environmental outcomes

Abstract: Institutional theories and resource-based views have suggested that, although they appear similar externally, standardized management systems may be implemented very differently in different organizations. This variability in implementation may be responsible for the heterogeneous performance of these standardized management systems. The current literature on the environmental impacts of ISO 14001 certification has largely neglected this phenomenon. Drawing on our survey of all US 14001 certificate holders, this study finds that great variability does exist in facilities' implementation of ISO 14001 standards. This heterogeneity has a significant impact on the linkage between ISO 14001 certification and facilities' environmental performance. In particular, we find that facilities that integrate ISO 14001 standards into their daily operations are more likely to report improvements in environmental performance. Environmental improvements are also more likely to occur in facilities that include performance management elements in their ISO 14001 standards. Furthermore, both types of facility are more likely to report that ISO certification contributes to this improvement. Neglecting the heterogeneity in facilities' implementation of ISO 14001 standards may explain the instability of findings from the empirical literature investigating the impacts of ISO 14001 certification. Theoretically, this paper informs the understanding of heterogeneous organizational behavior under isomorphic pressures. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.

Institutional research on performance measurement and management in the public sector accounting literature: a review and assessment

Abstract: This paper reviews the evolution of institutional research on performance measurement and management (PMM) in the public sector accounting literature. An assessment of the progress of this research programme is offered in light of some key developments in the broader neo-institutional sociology (NIS) literature, such as the growing recognition of the role of embedded agency, the need to bridge institutional and rational choice explanations of action and the extension of empirical research across different levels of institutional fields. Some progress has been made in this respect and has contributed to shift the emphasis from a one-sided focus on institutional effects on PMM, treating institutional pressures as largely exogenous, to recognize its more intricate roles as an outcome of, as well as a medium for, change. However, further research is required into the micro dynamics involved in transforming and reproducing PMM practices at different levels of analysis and how such practices become infused with meanings conditioned by higher-order institutional logics across various levels of institutional fields. Some research strategies for addressing these issues are outlined.

Performance management in the public sector

Abstract: Purpose – The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research.Design – This is a theoretical paper based on a literature review.Findings – The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management.Research limitations/implications – The paper is theoretical, and empirical research to test the results is required.Practical implications – The findings can be used to enhance performance management systems within both the public and private sectors.Originality/value – The paper provides an overview of the state of performance management and measurement within public sector organisations a...

The mediating effect of knowledge management on social interaction and innovation performance

Abstract: Purpose – The purpose of this paper is to examine the mediating role of knowledge management in the relationship between social interaction and innovation performance.Design/methodology/approach – The population in the study is the Taiwanese firms listed in the China Credit Information Service Incorporation. A stratified random sampling method was used to select 176 firms in Taiwan. The usable response rate was 23.47 per cent. The study employed LISREL to test the hypothesized relationships in the path‐analytic framework.Findings – The results indicate that social interaction is positively related to knowledge management. Knowledge management is, in turn, positively related to administrative and technical innovation performance. Further, the results provide evidence that knowledge management plays a mediating role between social interaction and innovation performance.Originality/value – The study highlights the importance of social interaction and knowledge management in the process of innovation, and hel...

An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance

Abstract: Purpose – The purpose of this paper is to investigate the key “hard” and “soft” quality management factors used by Australian small and medium enterprises (SMEs) and their association with organisational performance.Design/methodology/approach – A survey questionnaire was constructed for this research using Powell's quality management framework. The respondents were required to indicate their degree of implementation of quality management practices and to rate their TQM performance in relation to overall performance, return on assets, market share and customer satisfaction.Findings – The study found that improved overall performance appears to be favourably influenced by a combination of “hard” TQM factors such as benchmarking and quality measurement, continuous improvement, and efficiency improvement; and the “soft” TQM factors consisting of top management philosophy and supplier support, employee training and increased interaction with employees and customers. Furthermore, the TQM factors of employee tr...

Lessons learned from performance management systems implementations

Abstract: Purpose – The purpose of this paper is to identify the main problems that can be encountered during the implementation and use of a performance management system (PMS).Design/methodology/approach – Problems encountered during the implementation and use of a PMS were collected from the literature and put into a survey which was sent to 31 experts in performance management (PM). These experts gave their opinion on the frequency, impact and solvability of the listed problems as they encountered these in practice.Findings – The study shows that the failure rate of PM implementations has decreased in the past decade from 70 to 56 percent, and that the most severe problems organizations encounter are: lack of top management commitment; not having a PM culture; PM getting a low priority or its use being abandoned after a change of management; management putting low priority on the implementation; and people not seeing (enough) benefit from PM.Research limitations/implications – The main limitation is that the nu...

Infrastructure and core quality management practices: how do they affect quality?

Abstract: Purpose – This empirical study seeks to resolve the conflicting findings in the quality management (QM) literature about how different QM practices, specifically, infrastructure QM practices and core QM practices, affect quality performance.Design/methodology/approach – Based on the Socio‐Technical Systems theory and research related to QM implementation and performance, the study proposes a research model of the relationship between infrastructure and core QM practices and their direct and indirect effects on quality performance. The empirical data were drawn from 226 manufacturing plants in the USA. The research model was tested using structural equation modelling (SEM) technique.Findings – In the structural model, two integrated factors were used to represent the two types of QM practices: the infrastructure QM includes top management support, customer relationship, and supplier relationship, and workforce management; and the core QM consists of quality information, product/service design, and process ...

Performance Regimes Amidst Governance Complexity

Abstract: Much of the appeal of performance measurement is explained by its image as a simple and value-neutral way to monitor and improve government. But contemporary governance is characterized by complexity. Few public officials have the luxury of directly providing relatively simple services, the context in which performance regimes work best. Instead, they must work in the context of a disarticulated state, with policy problems that cross national boundaries and demand a multi-actor response. At the same time, traditional democratic values must be honored. This article examines the tensions between performance regimes and the complexity of modern governance, identifying implications and questions for research and practice.

An empirical study of the relationships among strategy, flexibility, and performance in the supply chain context

Abstract: Purpose – The purpose of this research is to examine the relationships among strategy, flexibility, and performance in the supply chain context.Design/methodology/approach – The research is based on a quantitative approach using a questionnaire survey and personal interviews from a total of 175 small and medium‐sized Canadian manufacturing companies. The identified constructs have been utilized to test a theoretical model using the path analysis technique.Findings – First, the findings provide evidence of direct effects of strategy on flexibility and flexibility on performance. Second, innovative strategy firms must invest time and resources in developing new product and delivery flexibility; while customer‐oriented strategy firms are required to invest heavily in developing sourcing, product, and delivery flexibility and follower strategy firms need no investment in any specific type of flexibility. Third, results demonstrated that Canadian manufacturers must reconsider how they use information technolog...

Employee Engagement Through Effective Performance Management: A Practical Guide for Managers

Abstract: Preface 1 The Performance Management Process and Employee Engagement 2 Understanding Performance Appraisal 3 Building a Climate of Trust 4 Setting Meaningful and Effective Goals 5 Meeting the Feedback Challenge 6 Recognizing Employee Performance 7 Learning about 360-Degree Feedback 8 Coaching for Success 9 Managing Employee and Team Learning and Development 10 Managing and Preventing Employee Burnout 11 A Closing Look at Performance Management and Employee Engagement

Performance Management: A New Approach for Driving Business Results

Abstract: Series Preface. Preface. Part I. A Primer on Performance Management. 01. The Truth About Performance Management. 02. How Did We Arrive at Today's Best Practices?. Part II. How to Design and Implement a Successful Performance Management Process. 03. Getting Started. 04. A Model Performance Management Process. 05. Performance Management System Implementation. Part III: How to Develop Solid Performance Measures. 06. Legal Requirements. 07. Developing Objectives and Measuring Results. 08. Developing Behavioral Performance Standards. 09. Conclusion. Reference Notes.

The dilemma of performance appraisal

Abstract: This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

Bundling management control innovations: A field study of organisational experimenting with total quality management and the balanced scorecard

Abstract: Purpose – The purpose of the paper is to examine how organisational experimenting with total quality management (TQM) and the balanced scorecard affects the bundling of design characteristics associated with these innovations in a Swedish central government agency.Design/methodology/approach – The paper adopts an exploratory, longitudinal case study approach which builds on and extends the management fad and fashion literature.Findings – While both innovations encountered considerable implementation problems, they continued to exercise a lingering influence on the “new” performance management system emerging in the focal organisation. The original adoption of the two innovations can be explained from a traditional management fashion perspective. However, the subsequent development of performance management features a more complex mix of explanatory factors and highlights how the bundling phenomenon is entangled with managerial learning processes. This resulted in a less linear trajectory of change than th...

Performance Improvement Capability: Keys to Accelerating Performance Improvement in Hospitals

Abstract: Organizations differ considerably in their rate of performance improvement. Since any improvement trajectory is the fruit of a series of improvement projects, the proximate cause of this variation among organizations lies in the varied ways these projects are managed. The success of these projects depends, however, not only on the goals and efforts of the project team, but also on the context within which the projects are undertaken - and, more specifically, on the competencies on which the projects can draw. It is variation in these competencies - the organization's underlying "performance improvement capability" (PIC) - that explain the substantial and sustained differences in rates of improvement across organizations. This article describes the efforts of several hospitals to strengthen their PIC through 5 key components: 1. skills, 2. systems, 3. structure, 4, strategy, and 5. culture.

Enhancing performance through goal setting, engagement, and optimism

Abstract: Purpose – The purpose of this paper is to investigate the relationships among goal setting, employee engagement, workplace optimism, and individual performance constructs. Goal setting is hypothesized as positively impacting employee engagement, employee engagement as positively impacting workplace optimism, and workplace optimism as positively impacting individual performance.Design/methodology/approach – Data collected from a sample of 426 full‐ and part‐time employees are analyzed following a structural equation modeling methodology.Findings – The measurement and structural models fit the data relatively well. Goal setting positively impacts employee engagement, employee engagement positively impacts optimism, and optimism positively impacts individual performance, as hypothesized.Research limitations/implications – Although data are collected from a relatively diverse group of respondents, the ability to generalize the findings is limited because the results are derived from a non‐random sample. All m...

Performance management: Putting research into action.

Abstract: Foreword xiii Introduction xv The Authors xxi 1 An Expanded View of Performance Management 1 Herman Aguinis 2 Aligning Performance Management with Organizational Strategy, Values, and Goals 45 William A. Schiemann 3 Practical Applications of Goal-Setting Theory to Performance Management 89 Peter A. Heslin, Jay B. Carson, and Don VandeWalle 4 Coaching and Performance Management: How Can Organizations Get the Greatest Value? 115 David B. Peterson 5 The Role of On-the-Job and Informal Development in Performance Management 157 Paul Squires 6 Managing Team Performance in Complex Settings: Research-Based Best Practices 197 Eduardo Salas, Sallie J. Weaver, Michael A. Rosen, and Kimberly A. Smith-Jentsch 7 CEO Performance Management 233 Edward M. Mone 8 Performance Management in Multi-National Companies 271 David V. Day and Gary J. Greguras 9 Managing Contextual Performance 297 Richard R. Reilly and Zvi H. Aronson 10 Using Performance Management As a Learning Tool 329 Valerie I. Sessa, Christopher Pingor, and Jennifer Bragger 11 Diagnosing, Understanding, and Dealing with Counterproductive Work Behavior 359 Leanne Atwater and Teri Elkins 12 Forced Rankings: Pros, Cons, and Practices 411 Peter G. Dominick 13 Technology and Performance Management: What Role Does Technology Play in Performance Management? 445 Autumn D. Krauss and Lori Anderson Snyder 14 Authentic Performance: The Valuation of Behavior as a Negotiated Business Outcome 491 Thomas Diamante 15 Assessing Performance Management Programs and Policies 527 Stanley B. Silverman and Wendy M. Muller 16 Performance Management of the Future 555 Nancy T. Tippins and Susan H. Coverdale 17 Best Practices in Performance Management 585 James W. Smither and Manuel London Name Index 627 Subject Index 645 The Editors 667

Logistics performance management in action within a humanitarian organization

Abstract: Purpose – The purpose of this paper is to share the design and testing procedure of the “Development Indicator Tool” – a tool developed by the International Federation of Red Cross and Red Crescent Societies (IFRC) to guide and monitor the continuous performance improvement of their (regional) logistics unit(s) on a daily basis.Design/methodology/approach – The paper follows a descriptive approach. It starts with a description of the situational background of the IFRC. In a second step, it briefly portrays the theoretical concepts of continuous improvement and of the Balanced Scorecard and highlights the extension of existing literature on performance measurement in general and humanitarian logistics in particular. Next the paper summarizes the objectives of the tool and describes the four development phases as well as the tool design including the dashboard and the selected indicators. It concludes with indications on key success factors, challenges met along the way, expected impact and the future persp...