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Showing papers on "Performance management published in 2014"


Journal ArticleDOI
TL;DR: This paper proposes a new framework – one that shows that under certain conditions, the observed metrics “lag” is not only explainable but also desirable and is suggested to recast the accepted relationship between strategy and PMM system.

324 citations


Journal ArticleDOI
TL;DR: In this paper, the authors developed an analytical framework for the assessment of approaches for the measurement and management of sustainability performance of supply chains (SPSCs), and examined existing approaches in the vein of improving supply chains and increasing recycling.
Abstract: Purpose – The purpose of this paper is to discuss what a fully sustainable supply chain might look like and the consequences that can be drawn from this view. Also, it develops a practical approach towards sustainability supply chain performance measurement and management. The paper develops an analytical framework for the assessment of approaches for the measurement and management of sustainability performance of supply chains (SPSCs). Little research has been conducted on the issues, existing methods and possible approaches to measure and manage SPSCs. Design/methodology/approach – Literature review and conceptual development of framework. Findings – The paper develops an analytical framework for the assessment of approaches for the measurement and management of SPSCs. Existing approaches discussed in the vein of improving supply chains and increasing recycling are examined in the light of our framework, and areas to extend the research on sustainability performance measurement and management are identi...

240 citations


Journal ArticleDOI
TL;DR: Public health programs succeed and survive if organizations and coalitions address 6 key areas, including innovation to develop the evidence base for action, effective performance management, and political commitment to obtain resources and support for effective action.
Abstract: Public health programs succeed and survive if organizations and coalitions address 6 key areas.(1) Innovation to develop the evidence base for action; (2) a technical package of a limited number of high-priority, evidence-based interventions that together will have a major impact; (3) effective performance management, especially through rigorous, real-time monitoring, evaluation, and program improvement; (4) partnerships and coalitions with public- and private-sector organizations; (5) communication of accurate and timely information to the health care community, decision makers, and the public to effect behavior change and engage civil society; and (6) political commitment to obtain resources and support for effective action.Programs including smallpox eradication, tuberculosis control, tobacco control, polio eradication, and others have made progress by addressing these 6 areas.

222 citations


Journal ArticleDOI
TL;DR: This paper found considerable support for relating "bundles" of human resource practices to firm-level performance, and several models for how these practices could create the transformation from individual-level to firmlevel performance.
Abstract: There has been a long history in management and industrial/organizational psychology of studying methods to improve performance at work. These efforts have traditionally been concerned with individual-level performance (with some attention paid to team performance as well); even when research began to more broadly consider the topic of performance management instead of just performance appraisal. However, the often unstated assumption was that, if an organization could effectively improve the performance of individual employees, this would accrue to improvements in firm-level performance as well. A review of the literature suggested that this link had never really been established in a direct way. Instead, we found considerable support for relating “bundles” of human resource (HR) practices to firm-level performance, and several models for how these practices could create the transformation from individual-level to firm-level performance. We drew upon several of these models, from somewhat diverse...

190 citations


Journal ArticleDOI
TL;DR: The link between innovation capability and firm performance is significant in the presence of performance measurement, and performance measurement can be used as a tool for improving the performance of SMEs through innovation capability.
Abstract: Purpose – The purpose of this paper is to discuss whether performance measurement moderates the relationship between innovation capability and firm performance. Design/methodology/approach – The study was conducted through a web-based survey in small- and medium-sized enterprises (SMEs). A total of 311 responses were received from a sample of 2,400 randomly selected SMEs. Findings – Consistent with predictions, the link between innovation capability and firm performance is significant in the presence of performance measurement. Performance measurement can thus be used as a tool for improving the performance of SMEs through innovation capability. Practical implications – Using the results of this study, practitioners can improve their innovation capability through performance measurement by taking better account of various aspects. Originality/value – Previous research has studied the effects of performance measurement, but not in the area of innovation management. Previous research has also showed that me...

171 citations



Journal ArticleDOI
TL;DR: This paper lays the foundations of a pragmatic epistemology of measurement in both physical and social sciences by discussing three fundamental positions on measurement, characterized as metaphysical, anti-metaphysical and relativistic.

153 citations


Journal ArticleDOI
TL;DR: In this paper, the authors defined the architecture of SCA as the integration of three sets of resources, data management resources (DMR), IT-enabled planning resources and performance management resources.
Abstract: This study seeks to better understand the role of supply chain analytics (SCA) on supply chain planning satisfaction and operational performance. We define the architecture of SCA as the integration of three sets of resources, data management resources (DMR), IT-enabled planning resources and performance management resources (PMR), from the perspective of a resource-based view. Based on the data collected from 537 manufacturing plants, we test hypotheses exploring the relationships among these resources, supply chain planning satisfaction, and operational performance. Our analysis supports that DMR should be considered a key building block of manufacturers’ business analytics initiatives for supply chains. The value of data is transmitted to outcome values through increasing supply chain planning and performance capabilities. Additionally, the deployment of advanced IT-enabled planning resources occurs after acquisition of DMR. Manufacturers with sophisticated planning technologies are likely to take adva...

152 citations


Journal ArticleDOI
TL;DR: In this paper, the authors identify the state of the art of performance measurement and management in humanitarian supply chains; to categorize performance measurement indicators in the five supply chain phases of Gunasekaran and Kobu and evaluate them based on the evaluation criteria of Caplice and Sheffi (1995); and to define gaps and challenges in this field and give insights for future research in this domain.
Abstract: Purpose – This paper aims to identify the state of the art of performance measurement and management in humanitarian supply chains; to categorize performance measurement indicators in the five supply chain phases of Gunasekaran and Kobu (2007) and evaluate them based on the evaluation criteria of Caplice and Sheffi (1995); and to define gaps and challenges in this field and give insights for future research in this domain. Design/methodology/approach – A literature review has been conducted using a structured method based on Denyer and Tranfield (2009) and Rousseau et al. (2008). The state of the art on humanitarian supply chain performance management with a focus on measurement frameworks and indicators and their applications in practice is classified in three categories. The first category is the definition and measurement of success in humanitarian supply chains. The second category is managing performance, which focuses on describing and analyzing the actual practice of managing performance. The third...

144 citations


Journal ArticleDOI
TL;DR: In this paper, the authors have developed the Earned Duration Management (EDM) in which they have decoupled schedule and cost performance measures and developed a number of indices to measure progress and performance of schedule and costs, as well as the efficacy and efficiency of the plan at any level of the project.

132 citations


Journal ArticleDOI
TL;DR: In this article, a full-scale systematic review of all supply chain management (SCM) literature reviews published in ten leading logistics, SCM and operations management journals from 1989 to 2012 is presented.
Abstract: Purpose – This paper aims to assess the links among these supply chain constructs by conducting a full-scale systematic review of all supply chain management (SCM) literature reviews published in ten leading logistics, SCM and operations management journals from 1989 to 2012. Collaboration and integration are as central to SCM as risk and performance management. Design/methodology/approach – The authors apply content analysis to execute the systematic literature review on the sample of 103 articles, supplemented by contingency analysis. These approaches guarantee a replicable, rigorous and transparent research process and minimize researcher bias. The analytical categories required for the content analysis are defined along the constructs of collaboration/integration and risk/performance. Findings – As can be expected, the review highlights the key role of the two constructs in SCM. In this light, the research claims to provide statistical evidence of a link between the constructs of collaboration/integra...

Journal ArticleDOI
TL;DR: In this article, the authors examined the impact of human resource management practices on organizational performance and found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance.
Abstract: Purpose – The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance. Design/methodology/approach – A total of 300 employees from a public university comprising of both academicians and support staff responded to the survey. The survey questionnaire had 46 items covering selected HRM practices and university performance. Findings – The study has found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance. Research limitations/implications – The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other universities must be done with maximum care. Practical implications – If the university is to increase its performance to higher levels, it should emphasize m...

Journal ArticleDOI
TL;DR: In this article, the authors argue that the biggest winners in this emerging economic environment, at least from a talent perspective, are organizations with positive employer brands, performance management strategies that help employees develop expertise that maximizes their potential, and innovative approaches to the design and delivery of HRD initiatives, especially technology-delivered instruction (e.g., mobile and virtual applications, simulations, MOOCs) and social-learning tools (e) wikis, communities of practice, social media).
Abstract: Global economic recovery from years of depressed growth has accelerated voluntary turnover, along with employer concerns about retention. More employers are also promoting from within their ranks, and this has put growing emphasis on HRD and career-development initiatives. This article argues that the biggest winners in this emerging economic environment, at least from a talent perspective, are organizations with positive employer brands, performance management strategies that help employees develop expertise that maximizes their potential, and innovative approaches to the design and delivery of HRD initiatives, especially technology-delivered instruction (e.g., mobile and virtual applications, simulations, MOOCs) and social-learning tools (e.g., wikis, communities of practice, social media). These strategies are by no means exhaustive, but they are three key elements of employee retention.

Journal ArticleDOI
TL;DR: In this article, a qualitative study examines the experiences of four nonprofit human service organizations engaging in performance measurement processes to satisfy accountability requirements and increase organizational and program effectiveness, finding that the complexity of human change processes and the variation among individual clients complicate efforts to define client outcomes.
Abstract: This qualitative study examines the experiences of four nonprofit human service organizations engaging in performance measurement processes to satisfy accountability requirements and increase organizational and program effectiveness. Nonprofits are increasingly required to respond to performance measurement mandates issuing from multiple sources. However, many of the recommended strategies have been developed in the for-profit and public sectors, and are less appropriate or feasible for nonprofit organizations. Three central findings emerged from interviews, focus groups, and review of archival data. First, the complexity of human change processes and the variation among individual clients complicate efforts to define client outcomes. Second, staff skills play a critical role in effective utilization of data systems. Third, organizational strategies to support performance measurement include incorporating user perspectives into system design and providing adequate staff access to data.

Journal ArticleDOI
TL;DR: In this paper, the authors developed a total interpretive structural modeling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers' perspective.
Abstract: Purpose – The purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective. Design/methodology/approach – An evolving performance management framework, i.e. flexible strategy game-card has been taken as the basis to develop the strategic performance management model, where strategic factors have been identified through thematic content analysis and the hierarchical structure of factors has been developed using TISM. Findings – Two total interpretive structural models have been developed, one for enterprise-related strategic factors, and another for subscriber-related strategic factors. These hierarchical structures portray the leading and lagging factors of performance, and showcase that financial performance indicators are the lagging indicators. Research limitations/implications – Th...

Journal ArticleDOI
TL;DR: In this paper, a nationwide survey was administered to federal, state, and local government employees in the United States to explore the degree to which two motivators (i.e., public service motivation and mission valence) interact with this leadership practice to influence employee performance.
Abstract: The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.

Journal ArticleDOI
TL;DR: In this paper, the authors suggest ways for public universities to acknowledge the need for accountability while remaining true to core academic purposes by re-thinking and reformulating approaches to university performance management.
Abstract: The audit culture which has developed in public universities has led to counter-productive outcomes. Managerial oversight of academic work has reached a critical tipping point. Extensive auditing of research output by means of performance management assessment regimes motivated by a New Public Management mentality has damaged individual scholarship and threatened academic freedom. Such assessment regimes are perverse and conducive to the development of psychotic tendencies by universities. It is important to understand the effects of a perverse audit culture when re-thinking and reforming approaches to university performance management. We suggest ways for public universities to acknowledge the need for accountability while remaining true to core academic purposes.

Journal ArticleDOI
TL;DR: This article conducted a meta-analysis on the impact of performance management systems on performance in public organizations and found that the average effect of the average performance management on performance is quite small, however, the effect of performance systems are substantially larger when using best practice management practices in high quality studies.
Abstract: Performance-based management is pervasive in public organizations; governments around the world have created performance management systems with the hope that they will contribute to organizational effectiveness. However, there has been little comprehensive review of the effect of performance management on public sector performance. This paper conducts a meta-analysis on the impact of performance systems on performance in public organizations. Meta-analysis combines the findings from a number of studies into a single study. This paper contributes to the current literature in three ways. First, it examines the effect of the average performance management system. Second, it examines the influence of management through performance management best practices and whether they moderate the average effect. Third it examines the effect of time on the performance of performance management. Using 2,188 effects coded from 49 studies, I find that that the average effect of performance management on performance is quite small. However, the effect of performance systems are substantially larger when using best practice management practices in high quality studies -- management practices have a substantial effect on the effectiveness of performance management systems. The evidence for the influence of time on the effectiveness of performance systems is mixed.


Journal ArticleDOI
TL;DR: In this article, the authors examine the use of performance information by public managers and suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour.
Abstract: This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.

Journal ArticleDOI
TL;DR: Performance Management (fifth edition) as mentioned in this paper is the latest iteration of a highly successful volume outlining the application of the principles of behavior analysis to, in the words of the subtitle, drive organizational effectiveness.
Abstract: Performance Management (fifth edition), by Aubrey C. Daniels and Jon S. Bailey, is the latest iteration of a highly successful volume outlining the application of the principles of behavior analysis to, in the words of the subtitle, “drive organizational effectiveness.” This review first considers the book's organization and topical coverage, followed by an analysis of three concepts: (1) feedback, (2) reinforcer effectiveness, and (3) extinction. Several additional topics represented in behavior-analytic basic research are discussed as complements to the other subjects. The new edition represents the best in applied behavior analysis both in its research foundation and its application to strategies for making businesses better and more profitable. Performance Management: Changing Behavior That Drives Organizational Effectiveness, Fifth Edition (2014; 344 pages; ISBN-13: 978–0937100257; hardcover $69.95) is published by Performance Management Publications.

Journal ArticleDOI
TL;DR: In this article, the authors adapt performance information and learning in private business organizations to a public sector context and test one implication of the model, namely that public managers will increase their prioritization of goals that are currently performing below aspirations.
Abstract: While performance management is increasingly widespread, we still know little about how performance information generates learning and affects organizational responses. Recent work on performance information and learning in private business organizations, however, suggests that perceived negative performance triggers important strategic responses related to problem identification, search, and change. In turn, how performance is perceived depends on whether performance falls short of aspiration levels that are based on an organization's historical performance and the performance of peer organizations. This article adapts this model to a public sector context and tests one implication of the model, namely that public managers will increase their prioritization of goals that are currently performing below aspirations. This question is central to the study of public organizations pursuing multiple and democratically contested goals. Empirical findings based on administrative performance data and a survey of Danish school principals support this prediction.

Journal ArticleDOI
TL;DR: The relationship between specific organisational factors (top management support, training, employee participation, teamwork and the link of performance to rewards) with the effectiveness of environmental management is examined.

Journal ArticleDOI
TL;DR: A theoretical framework explaining how the contingency variables affect PM and organisational effectiveness in the third sector is proposed and helps researchers and practitioners to understand how modern PM tools integrate with third sector characteristics to optimise the effectiveness of individual organisations.
Abstract: Purpose – The purpose of this paper is to develop a theoretical framework that explains how performance management (PM) affects the organisational effectiveness in the third sector. Design/methodology/approach – The authors adopt a two stage process in developing the theoretical framework; a systematic review of literature and theoretical developments of the framework. The underlying principles for developing the theoretical framework are mainly based on prior theoretical justification and empirical research in management accounting and international development fields. Findings – Drawing upon contingency theory, the authors propose a theoretical framework explaining how the contingency variables affect PM and organisational effectiveness in the third sector. The authors discuss the justification for contingency theory as well as its weaknesses in the PM research. The authors also highlight how a modified Performance Management and Control Framework could be used to identify PM practices in the third sect...

Journal ArticleDOI
TL;DR: In this article, the authors examine the link between knowledge management capability and innovation performance by means of regression analysis in a sample of 124 firms and find that knowledge management is positively related to innovation performance which, in turn, has a positive effect on operations performance.
Abstract: The ability of an organisation to efficiently and effectively operate in a competitive environment hinges to a large extent on its knowledge capability and innovation performance. Thus, the main goal of our study is to examine this link by means of regression analysis in a sample of 124 firms. The results indicate that knowledge management capability is positively related to innovation performance which, in turn, has a positive effect on operations performance. The findings provide evidence that innovation performance plays a mediating role between knowledge management capability and operations performance. Therefore, managers need to facilitate dynamics of knowledge acquisition, sharing and application, and then utilise it to cultivate a better level of technical and administrative innovation performance, which in turn will result in favourable operations performance. The article concludes with implications and directions for future research.

Journal ArticleDOI
TL;DR: In this paper, the authors present a systemic analysis of the complex interaction of factors affecting the reverse logistics (RL) processes in a pharmaceutical supply chain (PSC) using a systems thinking approach.
Abstract: Purpose – The purpose of this paper is to present a systemic analysis of the complex interaction of factors affecting the reverse logistics (RL) processes in a pharmaceutical supply chain (PSC). Design/methodology/approach – This study uses a systems thinking approach. Initial problem structuring involved the analysis of behavior-over-time of main variables and incorporated stakeholder analysis. Further, a participative group model building process was used to develop a systems model. Findings – The model was analysed to identify a set of feedback loops operating in the system responsible for the complexities of the problem. To address this, the stakeholders identified three strategic interventions. The first intervention relates to returns avoidance by alleviating market flooding of medicines, second intervention aims at improving the infrastructure for quality and performance management and the third targets balanced risk sharing between the main stakeholders involved in the supply chain. The findings s...

Journal ArticleDOI
TL;DR: In this paper, the authors empirically test performance management in the public sector and find that performance management is an effective strategy for improving outcomes in public sector, but few attempts have been made to empirically verify this assumption.
Abstract: Performance management is widely assumed to be an effective strategy for improving outcomes in the public sector. However, few attempts have been made to empirically test this assumption. Using dat...

Journal ArticleDOI
TL;DR: A review of the current field of organisational performance management and measurement within non-profit sport organizations is presented in this paper, where a number of studies focusing on various performance measurement criteria with fewer studies examining performance management from a more holistic organisational perspective.
Abstract: Research question: The purpose of this research was to examine the current field of organisational performance management and measurement within non-profit sport organisations. This area of sport management is attracting a large growth in interest from the scholarly community and as such it is timely that such a review takes place.Research methods: To conduct this research, an electronic search was adopted through SPORTDiscus and other academic databases to identify relevant studies within the field. The studies that met the criteria were those that focused on organisational performance management or measurement issues in line with definitions of these theoretical underpinnings described within the paper.Results and findings: Results show a number of studies focusing on various performances measurement criteria with fewer studies examining performance management from a more holistic organisational perspective. Moreover, the repetitive methodologies within the current body of literature, along with other l...

Journal ArticleDOI
TL;DR: In this article, the authors explored the key performance indicators (KPIs) and impact of these KPIs on the overall organizational performance in manufacturing sector in Pakistan and found that the manufacturing organizations put more focus on the customer satisfaction and delivery reliability in terms of performance measurement.
Abstract: The concept of performance management is used by most of the organizations to ensure that either they are going on the right path or not. For managing the performance the organizations are required to know about the performance indicators. This paper explores the key performance indicators (KPIs) and impact of these KPIs on the overall organizational performance in manufacturing sector in Pakistan. The data for present study collected from the top level management of the 84 best manufacturing organizations in Pakistan by using a structured questionnaire and the impact of KPIs on the overall performance of the manufacturing organizations were evaluated. The results show that the manufacturing organizations put more focus on the customer satisfaction and Delivery reliability in terms of performance measurement. And measuring the performance in terms of cost, financial, quality, time, flexibility, delivery reliability, safety, customer satisfaction, employees’ satisfaction and social performance indicators have positive significant impact on the overall organization’s performance. This paper puts together all important performance indicators used by organizations in a single list and check their impact on the overall performance indicator index of the Organizations. As Pakistan is among the developing countries, this study will serve as a valuable guideline for several manufacturing organizations operating in other developing countries of the world.

Journal ArticleDOI
TL;DR: The connection of BI to quality management is explored via an empirical study of a consulting company by linking theory with practice and classify the best processes and tools of data analysis under different business scenarios.
Abstract: – The purpose of this paper is to explore the role of business intelligence (BI) in a consulting company. The authors propose to analyze quality through data analysis and efficiency under different business contexts. The best processes and tools in data mining are also explored. , – Management perspectives of data analysis from Florilla Consulting Company are collected using an inductive research approach. Based on a large sample of qualitative data, cost-and-benefit analysis is used to assess the BI technologies as a strategic necessity to Florilla Consulting Company. , – Findings classify the best processes and tools of data analysis under different business scenarios. The authors also propose a revised process and tools for Florilla Consulting Company to be further evaluated by future research. , – The insights offered in this paper derives authentic value for any consulting company that is interested to benefit from the opportunities bought by the BI technologies. Quality management also gets a new dimension when technology is integrated into business. , – This study has challenged the way quality is managed in Florilla Consulting Company. The connection of BI to quality management is explored via an empirical study of a consulting company by linking theory with practice.