176,078 research outputs found
A step-by-step plan to manage and measure adding value by FM/CREM
ABSTRACT Purpose To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes. Theory The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement. Design/methodology/approach Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility. Findings The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators. Originality/value Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of inputthroughput-output-outcome and which is supported by various management and measurement tools
Human capital and artists’ labour markets
It is argued that human capital theory applies only weakly to artists’ decisions about investment in schooling and training and about occupational choice. However, the same can be said about the sorting model. What is lacking in cultural economics is an understanding of talent and creativity, what economic factors motivate artists and how creativity can be encouraged as part of government cultural policy. Bringing social and cultural capital into the equation do not seem to add much in the way of understanding artists’ labour markets. A novel argument is made that the reproducibility of works of art in combination with copyright law alters the established view that human capital cannot be separated from labour, in this case that of the artist
Evaluation of the Workplace Environment in the UK, and the Impact on Users’ Levels of Stimulation
The purpose of this study is to evaluate a number of recently completed workplaces in the UK. The first aim is to assess the impact of various aspects of the workplace environment on users’ levels of stimulation. The body of previous research undertaken into the workplace environment, identified the aspects to be investigated. Samples of employees from the sixteen businesses were surveyed to determine their perceptions of the workplaces. The results were entered into a regression analysis, and the most significant predictors of perceived stimulation identified. The data also revealed a dramatic reduction in staff arousal levels from mornings to afternoons. Thus, there is a second aim to determine whether changes to significant aspects of the workplace environment during the day can counteract the reduction in users’ stimulation. Two further workplaces were studied to enable changes to be made over a 12-week period. A sample of employees completed questionnaires, and semi-structured interviews revealed the reasons behind the results. It was found that provision of artwork, personal control of temperature and ventilation and regular breaks were the most significant contributions to increasing stimulation after lunch; while user choice of layout, and design and décor of workspaces and break areas, were the most significant aspects at design stage
Inequalities' Impacts: State of the Art Review
By way of introduction This report provides the fi rm foundation for anchoring the research that will be performed by the GINI project. It subsequently considers the fi elds covered by each of the main work packages: ● inequalities of income, wealth and education, ● social impacts, ● political and cultural impacts, and ● policy effects on and of inequality. Though extensive this review does not pretend to be exhaustive. The review may be “light” in some respects and can be expanded when the analysis evolves. In each of the four fi elds a signifi cant number of discussion papers will be produced, in total well over 100. These will add to the state of the art while also covering new round and generating results that will be incorporated in the Analysis Reports to be prepared for the work packages. In that sense, the current review provides the starting point. At the same time, the existing body of knowledge is broader or deeper depending on the particular fi eld and its tradition of research. The very motivation of GINI’s focused study of the impacts of inequalities is that a systematic study is lacking and relatively little is known about those impacts. This also holds for the complex collection of, the effects that inequality can have on policy making and the contributions that policies can make to mitigating inequalities but also to enhancing them. By contrast, analyses of inequality itself are many, not least because there is a wide array of inequalities; inequalities have become more easily studied comparatively and much of that analysis has a signifi cant descriptive fl avour that includes an extensive discussion of measurement issues. @GINI hopes to go beyond that and cover the impacts of inequalities at the same time
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Project Controls and Management Systems : current practice and how it has changed over the past decade
Project Controls and Management System (PCMS) refers to an ecosystem of processes, tools and personnel required for the proper planning and execution of capital projects throughout the different phases of design, procurement, construction and startup. This can be divided into different focus areas (functions) that would include Estimating, Planning, Scheduling, Cost Control, Change Management, Progressing, and Forecasting. Various trends such as globalization, contractor specialization and information technology developments have impacted the way PCMS are implemented and made it the subject of extensive research over the past years to investigate how to best utilize those trends. Replicating the research methodology used in a 2011 report published by the Construction Research Institute (CII), this work aims to investigate the current status of PCMS implementation and how it has changed over the past decade. It was concluded that while the original PCMS principles are still valid, adoption has drastically changed in terms of efficiency for the majority of the functions. The research also identifies areas of potential concerns and provides recommendations for further improvement.Civil, Architectural, and Environmental Engineerin
Transit Performance Measures in California
This research is the result of a California Department of Transportation (Caltrans) request to assess the most commonly available transit performance measures in California. Caltrans wanted to understand performance measures and data used by Metropolitan Planning Organizations (MPOs) and transit agencies to help it develop statewide measures. This report serves as a summary reference guide to help Caltrans understand the numerous and diverse performance measures used by MPOs and transit agencies in California. First, investigators review the available literature to identify a complete transit performance framework for the purposes of organizing agency measures, metrics, and data sources. Next, they review the latest transit performance measures documented in planning reports for the four largest MPOs in California (San Francisco Bay Area, Los Angeles, San Diego, and Sacramento). Researchers pay special attention to the transit performance measures used by these MPOs, because these measures are available for the majority of California’s population. Finally, investigators summarize 231 performance measures used by a total 26 local transit agencies in the State of California, based on transit planning documents available on the internet
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