Showing papers on "Performance management published in 2019"

Business Intelligence Effectiveness and Corporate Performance Management: An Empirical Analysis

Abstract: Business intelligence (BI) technologies have received much attention from both academics and practitioners, and the emerging field of business analytics (BA) is beginning to generate academic research. However, the impact of BI and the relative importance of BA on corporate performance management (CPM) have not yet been investigated. To address this gap, we modeled a CPM framework based on the Integrative model of IT business value and on information processing theory. Data were collected from a global survey of senior managers in 337 companies. Findings suggest that the more effective the BI implementation, the more effective the CPM-related planning and analytic practices. BI effectiveness is strongly related to BA, planning and to measurement. In contrast, BA effectiveness is strongly related to planning but less so to measurement. The study suggests that although both BI and BA contribute to corporate management practices, the information needs are different based on the level of uncertainty versus ambiguity characteristic of the management practice.

The Role of Sustainability Key Performance Indicators (KPIs) in Implementing Sustainable Strategies

Abstract: The role of sustainability dimensions in the value creation process has attracted considerable interest in the scientific academic world in the last two decades. The 2030 Agenda, which fixed the sustainable goals (SDGs) to safeguard our planet, highlighted the fundamental role of sustainability issues. In this context, companies around the world need to integrate their strategies with environmental, social, and economic dimensions. However, sustainability aspects are often not linked to company strategies, and there has been growing difficulty in measuring sustainable development by adopting an appropriate set of key performance indicators (KPIs). Accordingly, the aim of this study is as follows: (1) to identify the suitable KPIs that affect company performance, based on the literature and management practices, and (2) to propose a new perspective on a way to integrate sustainability issues in company strategies. Based on a systematic procedure, we obtained 82 papers that focus on KPIs related to sustainability issues. Following a review of papers and a survey conducted with Italian managers, we developed a sustainability perspective by selecting the most appropriate KPI system for each of the dimensions discussed. The proposed model suggests that incorporating sustainability dimensions within corporate strategy would allow strategic alignment in order to gain competitive advantage and therefore create sustainability value.

Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: A literature review and research agenda

Abstract: The purpose of this paper is to synthesize insights from previous accounting, performance measurement (PM) and accountability research into the rapidly emerging field of knowledge-intensive public organizations (KIPOs). In so doing, it draws upon insights from previous literature and other papers included in this special issue of Accounting, Auditing and Accountability Journal.,The paper reviews academic analysis and insights provided in the academic literature on accounting, PM and accountability changes in KIPOs, such as universities and healthcare organizations, and paves the way for future research in this area.,The literature review shows that a growing number of studies are focusing on the hybridization of different KIPOs, not only in terms of accounting tools (e.g. performance indicators, budgeting and reporting) but also in relation to individual actors (e.g. professionals and managers) that may have divergent values and thus act according to multiple logics. It highlights many areas in which further robust academic research is needed to guide developments of hybrid organizations in policy and practice.,This paper provides academics, regulators and decision makers with relevant insights into issues and aspects of accounting, PM and accountability in hybrid organizations that need further theoretical development and empirical evidence to help inform improvements in policy and practice.,The paper provides the growing number of academic researchers in this emerging area with a literature review and agenda upon which they can build their research.

The mediating role of organizational capabilities between organizational performance and its determinants

Abstract: The objective of the current research is to determine the influence of management control system (MCS) as a package on organization performance, and organizational capabilities play an important role to explain this relationship. Data were collected from general managers and chief financial officers from the textile industry of Pakistan to empirically test hypotheses of this study. One hundred sixty questionnaires were used in the analysis through partial least square equation modeling technique. The findings elucidated a significant influence of cybernetic, rewards and compensation, and administrative controls on organizational performance. The same findings were found with cultural, cybernetic, rewards and compensation, planning, and administrative controls with organizational capabilities. Despite this, planning controls and cultural controls have no influence on organizational performance. Organizational capabilities mediate the relationship between all five elements of MCS as a package and organizational performance. The findings provide insights to top management of the textile industry to enhance organizational performance by focusing on indicators mentioned in the study. In addition, improvements in organizational capabilities will also enhance organizational performance. The current research is the pioneer study that tests the mediating role of organizational capabilities between MCS as a package and organizational performance with the help of resource orchestration theory and resource-based view theory. Subjects: management accounting, business, performance management

How Human Resource Management Practices Translate Into Sustainable Organizational Performance: The Mediating Role Of Product, Process And Knowledge Innovation.

Abstract: Background This study examined how human resource management (HRM) can directly and indirectly influence sustainable organizational performance (SOP), with organizational innovation (OI) as a mediator. Research methods For this quantitative study, a 31-item questionnaire was used to collect data on HRM and SOP from 20 Shanghai branches of five Chinese banks. HRM was defined as multidimensional, consisting of employee staffing, staff development, performance management, and compensation and benefits. Partial least squares structural equation modeling (PLS-SEM 3.2) was used to estimate the effects. Results The HRM practices of performance management and compensation and benefits showed a direct and positive influence on SOP. Looking at indirect relationships, all four dimensions of HRM practices were positively related to OI (product, process, and knowledge innovation), which, in turn, was positively related to SOP. Organizational innovation was thus shown to play a mediating role between HRM and SOP. Conclusion The study emphasizes that the banking sector of China consists of many employees who maintain old styles of working, alongside some who attempt to take on the new innovative working mechanisms and engage with staff development programs. This latter group of personnel make a valuable contribution to SOP. Moreover, the effect on organizational dynamics of implementing HRM practices aids in bringing about innovations in processes, products, and knowledge.

Does Performance Management Relate to Good Governance? A Study of Its Relationship with Citizens’ Satisfaction with and Trust in Israeli Local Government

Abstract: Since the late 1980s, performance management has become a bon ton in central and local government research and practice. Its emergence is largely a result of neo-liberal ideas and the reforms of Ne...

Public Sector Performance: Management, Motivation, And Measurement

Abstract: Performance Foundations * Productivity and the Process of Organizational Improvement: Why We Cannot Talk to Each Other Robert E. Quinn * A Capacity-Building Framework: A Search for Concept and Purpose Beth W. Honadle * The Deadly Sins in Public Administration Peter F. Drucker * Humanizing Public Administration C. Spencer Platt * Initiating Change that Perseveres Chris Agyris * Turnaround at the Alabama Rehabilitation Agency James E. Stephens * Common Barriers to Productivity Improvement in Local Government David N. Ammons * Recognizing Management Technique Dysfunctions: How Management Tools Often Create More Problems Than They Solve Gerald T. Gabris Performance Strategies * Municipal Management Tools from 1976 to 1993: An Overview and Update Theodore H. Poister and Gregory Streib * Putting a Powerful Tool to Practical Use: The Application of Strategic Planning in the Public Sector Douglas C. Eadie * Reorganizations and Reforms: Promises, Promises Vera Vogelsang-Coombs and Marvin Cummins * MBO in State Government George S. Odiorne * Motivational Programs and Productivity Improvement in Times of Limited Resources John M. Greiner * A Technique for Controlling Quality William R. Divine and Harvey Sherman * Adapting Total Quality Management (TQM) to Government James E. Swiss * Computer Technology and Productivity Improvement John A. Worthley * Organizational Decline and Cutback Management Charles H. Levine * An Empirical Study of Competition in Municipal Service Delivery E.S. Savas Performance Measurement * Excellence in Public ServiceHow Do You Really Know? David T. Stanley * The Self-Evaluating Organization Aaron Wildavsky * Program Evaluation as Program Management Harry S. Havens * Performance Measurement Principles and Techniques: An Overview for Local Government Harry P. Hatry * Measuring State and Local Government Performance: Issues to Resolve before Implementing a Performance Measurement System Gloria A. Grizzle * Developing Performance Indicators for the Pennsylvania Department of Transportation Theodore H. Poister

Green human resource management in Indian automobile industry

Abstract: This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees.,Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis.,The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors.,The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization.,This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Abstract: While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra-organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well-being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well-being at the level of self-conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.

Configurations of New Public Management reforms and the efficiency, effectiveness and equity of public healthcare systems: a fuzzy-set Qualitative Comparative Analysis

Abstract: Fuzzy-set Qualitative Comparative Analysis identifies configurations of New Public Management (NPM) reforms (privatization, consumerism, performance management, and corporatization) associated with perceptions of improvements in healthcare efficiency, effectiveness and equity in 14 European countries. Although these outcomes are pursued concurrently, no combination of the considered reforms appears to support success or failure across the board and the inter-relations between reforms shape their effects. Three NPM reform profiles are evident in Europe; (1) strong reformers, adopting a comprehensive package of reforms that are perceived to perform better than (2) partial reformers, with (3) limited reformers also doing better than partial reformers.

Performance management fairness and burnout: implications for organizational citizenship behaviors

Abstract: Drawing upon organizational justice theory, we examine how perceptions of performance management fairness affect burnout and organizational citizenship behaviors among academic employees. Data from...

Performance Management: A Scoping Review of the Literature and an Agenda for Future Research:

Abstract: Performance management (PM), in all its guises, occurs across all organizations whether formally through an official organizational process or informally through daily dialogue. Given its inherent ...

Competency based superior performance and organizational effectiveness

Abstract: The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.,The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.,The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.,The paper limits the performance measurement concept using leadership competencies.,The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.,This is a unique attempt to test the relationship between competency-based performance management and OE.

Investigating and analysing the factors affecting the development of sustainable supply chain model in the industrial sectors

Abstract: The growing demands for goods, which has been accompanied with a negative effect on the environment and society as it escalates the environmental social disasters, has led to the increased pressure on supply chains to be sustainable. Due to the significance of sustainability, this study attempted to investigate the drivers of sustainable supply chain Management through proposing a conceptual model based on six hypotheses. An 18‐item questionnaire were completed by 91 experts in the industry, the results of which were analysed using the partial least square‐path modelling. The results of path modelling indicated that green product development is effective on the social issue through the environmental performance management and the green supply chain management. Moreover, the environmental performance management was found to be directly affected by the green supply chain management. Consequently, some implications were suggested regarding the significance of sustainable supply chain management and the manager's practice.

Key to Effective Organizational Performance Management Lies at the Intersection of Paradox Theory and Stakeholder Theory

Abstract: One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short‐term, narrow, metrics‐oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long‐term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ‘what’ and the latter the ‘how’ of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed.

New development: Integrating risk management in management control systems—lessons for public sector managers

Abstract: Exploring multiple dimensions of management control systems (MCS), this article proposes a new framework to integrate risk management with strategy, MCS and performance measurement systems (PMS). C...

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

Abstract: Business model innovation is considered key for organizations to achieve sustainability. However, there are many problems involving the operationalization of business model innovation. We used a design science methodology to develop an artifact to assist business model innovation efforts. The artifact uses performance measurement indicators of the company’s business model, which are powered by Big Data analytics to endow customer-driven business model innovation. Then, we applied the artifact in a critical case study. The selected company is a fashion ecommerce that proposes a vegan and sustainable value using recycled plastic bottle yarn as raw material, and ensures that no material with animal origin is used. Our findings show that the artifact successfully assists a proactive and continuous effort towards business model innovation. Although based on technical concepts, the artifact is accessible to the context of small businesses, which helps to democratize the practices of business model innovation and Big Data analytics beyond large organizations. We contribute to the business model innovation literature by connecting it to performance management and Big Data and providing paths for its operationalization. Consequently, in practice, the proposed artifact can assist managers dealing with business model as a dynamic element towards a sustainable company.

Performance management in context: Formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

Abstract: Recent research suggests that to fully realise its potential, performance management should be bespoke to the social context in which it operates. Here we analyse factors supporting the use of performance data for improvement. The study purposively examines a developmentally oriented performance management system with cross-functional goals. We suggest that these system characteristics are significant in interdependent work contexts, such as healthcare. We propose and test that (a) relational coordination helps employees work effectively to resolve issues identified through formative and cross-functional performance monitoring and (b) that this contributes to better outcomes for both employees and patients. Based on survey data from management and care providers across Irish acute hospitals, the study found that perceptions of relational coordination mediated the link between formative cross-functional performance monitoring and employee outcomes and partially mediated the link between formative cross-functional performance monitoring and patient care respectively. Our findings signal potential for a more contextually driven and interdependent approach to the alignment of management and human resource management practices. While relational coordination is important in healthcare, we also note potential to identify other social drivers supporting productive responses to performance monitoring in different contexts.

A state of the art and comparison of approaches for performance measurement systems definition and design

Abstract: To control their enterprises in a complex environment, decision-makers need to measure their enterprise regularly to perpetuate For that, they use a specific set of performance indicators grouped in a coherent system named performance measurement systems (PMS) Such systems are generally defined and implemented using different methods As business performance measurement appeared from the 1900s, a large number of approaches developed by researchers and practitioners have appeared since those years until today They were not designed for the same purpose and on the same basis and each of them has advantages and disadvantages to measure optimally the performance So, decision-makers have difficulties to choose among these methods the most appropriate to their needs when they want to design and implement their customised PMS The objective of this paper is to present the main concepts that approaches are based on, to present a state of the art as exhaustive as possible of the approaches and methods themselves and to make a comparison between them in order to allow decision-makers to choose among them the one or a combination of several ones which would efficiently suit to their needs to reach their global objective of PMS design and implementation

The Evolution of Performance Management: Searching for Value

Abstract: This article reviews the history of performance management (PM), beginning with performance evaluation We discuss various strategies that have been used to enable accurate ratings as well as cogni

Contextualizing performance appraisal practices in Chinese public sector organizations: the importance of context and areas for future study

Abstract: Public sector organizations (PSOs) continue to undergo pressures for change due to economic globalization and the changing role of the state, resulting in increased focus on performance management, particularly employee performance appraisal. New public management’s emphasis on transparency, accountability, efficiency and performance highlights the multiple and often conflicting roles and performance outcomes of PSOs, the social and economic contexts in which PSOs operate, and the multiple ways they measure and manage performance. Responding to this special issue and calls for a richer understanding of performance management in PSOs we examine the impact of context on performance appraisal in Chinese PSOs. As China continues its transitions to a market-driven economy, Chinese PSOs have engaged in managerial reforms to improve governance, efficiency and productivity, including the strategic implementation of western-based HRM practices to manage employee performance. Our analysis demonstrates the c...

Measurement and management of competences by enterprise social networking

Abstract: Literature describes the transformation process of employees’ individual competences into firm-specific competences as a great challenge in the performance management and management field. Recently, to favor the transformation of competences, some companies have adopted enterprise social networking (ESN). However, not enough studies support the understanding of its role in performance management and measurement and scant attention is given to the inclusion of competences in a holistic performance measurement and management system (PMMS). To help close this gap, the purpose of this paper is to develop knowledge on the role of ESN in measurement and management of competences to favor the development of a holistic PMMS.,The research adopts a multiple case study methodology using a qualitative meta-analysis. It investigates 32 multinational companies by case studies available in the scientific literature.,The results highlight the use of ESN as a relevant support for the development of a holistic PMMS based on a high maturity in performance measurement and a democratic and participative approach in performance management. ESN provides real-time data collection, analysis and reports that encourage a democratic and participative performance management. It facilitates relationships, knowledge sharing and favors a high maturity performance measurement.,The paper provides implications for theory, practice and society. First, the paper rationalizes the impact of ESN usage on performance measurement and management. Second, it offers new knowledge supporting practitioners in the development of holistic PMMS. Third, it highlights that ESN favors people in self-expression of own capacity, sharing artwork and knowledge on specific topics.

‘We’re not run on Numbers, We’re People, We’re Emotional People’: Exploring the experiences and lived consequences of emerging technologies, organizational surveillance and control among elite professionals

Abstract: The deployment of digital technologies and data analytics within contemporary organizations are continually seeking to capture vast reams of information to shape employee performance and guide beha...

Does intellectual capital matter in performance management system-organizational performance relationship? Experience of higher education institutions in Indonesia

Abstract: The purpose of this paper is to investigate whether performance management system (PMS) has a positive effect on organizational performance. Furthermore, it also investigates whether intellectual capital (IC) mediates PMS-organizational performance relationship.,This study is designed as a quantitative research employing a partial least squares structural equation modeling (PLS-SEM). Using an online survey, data are collected from the HEIs managers under the Ministry of Research, Technology and Higher Education, the Government of Indonesia (MRTH-GOI). This research uses a mediation model approach to test the indirect effect of IC.,The results reveal that PMS has a positive direct effect on organizational performance of the HEIs in Indonesia. Further analysis proves that IC partially mediates PMS-organizational relationship.,This research is context-specific for Indonesia and caution should be used when generalizing it to other countries. It implies that the better the organizational performance of the HEIs, the better the quality of life in the society. PMS and IC play a crucial role in the era of knowledge economy.,The HEIs managers should design and implement a reliable PMS. They also should properly manage the IC (human capital, structural capital, relational capital) so that they can enhance organizational performance in areas of teaching, research and community service as the core business of the HEIs.,As the global education competition has become a serious issue in each HEI in Indonesia, the results of this study contribute to providing an approach on how to achieve a better organizational performance which brings more benefits to the society. The HEIs display a strategic role in improving the quality of life of society. The knowledge economy requires society to enhance the quality of education at all levels. This research model and results provide empirical evidence of the importance of IC which mediates the relationship between PMS and organizational performance. When the HEIs in Indonesia implement this model of managing IC, the society will get more benefits in terms of the improvements in the quality of education, teaching, research and community service from the HEIs. The better the HEIs performance, the better the quality of life of the society in the era of knowledge economy.,This research brings together issues that are usually examined separately in previous studies. It employs a mediation research model to explore the central role of IC in PMS- organizational performance relationship which is rarely researched. This is also the first study exploring the three constructs of PMS, IC and organizational performance in the Indonesian HEIs research setting.

Quantitative Analysis of Key Performance Indicators of Green Supply Chain in FMCG Industries Using Non-Linear Fuzzy Method

Abstract: Nowadays, along with increasing companies’ activities, one of the main environmental protective tools is green supply chain management (GSCM). Since fast-moving consumer goods (FMCG) companies are manufacturing materials that usually require special warehousing as well as different distribution systems, and since companies of food products tend to fall into this area, the safety of their manufactured materials is a vital global challenge. For this reason, organizations in addition to governments have realized the importance of the green supply chain in these industries. Therefore, the present study examines the key performance indicators (KPIs) of the green supply chain in the FMCG industry. There are several performance indicators for the green supply chain. In this study, the KPIs were extracted based on the literatures as well as the opinions of experts through which key indicators in FMCG industries were identified. Using the fuzzy decision -making trial and evaluation laboratory (DEMATEL) method, the relationships and interactions of these key indices were determined. Moreover, a fuzzy nonlinear mathematical modeling was used to investigate the significance of these indicators. It is revealed that the organizational environmental management factor has the highest priority.