2,707,277 research outputs found

    Visual Performance Management: Does it work in Public Service Organisations?

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    Visual Performance Management (VPM) has been prominent within Lean manufacturing environments for a number of decades, but its use has only recently started to emerge in service organisations. We consider the transition of VPM approaches to service environments and, utilising a case study method with two public service organisations, we explore four aspects of visual performance implementation. We start by exploring the strategic drivers for VPM adoption, the transparency of VPM, the performance management approach used, and changes in organisational effectiveness resulting from the introduction of VPM. Findings indicate that VPM approaches do work within public service environments, and have a tangible impact on management, but strategic alignment and data integrity are common concerns, and should be considered essential prerequisites

    Managing performance in quality management: A two level study of employee-perceptions and workplace-performance

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    Purpose: This paper addresses potential effects of the control element in Quality Management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Secondly, theoretical models on how perceptions of work conditions may impact wellbeing and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred. Methodology: Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations. Findings: The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within Quality-planning, strategy dissemination is positively associated with workplace-productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace-productivity. With respect to Information & Analysis: keeping and analysing records, or monitoring employee-performance via appraisals that assess training needs, are positively associated with workplace-productivity and quality. Originality: This paper illustrates how control in Quality Management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within Quality Management, to employee perceptions of work conditions, wellbeing and aggregate performance are rare

    Where’s the Remote? Face Time, Remote Work, and Implications for Performance Management

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    [Excerpt] Yahoo CEO Marissa Mayer’s ban on telecommuting and the subsequent uproar over that decision highlights the need for a deeper understanding of the impact of remote work. Although it would prove comforting to assert that the peer-reviewed findings of the social and managerial sciences are in accord as to the benefits of telework in the face of the discord among organizational leaders, the reality is that little such agreement exists. Consequently, the proponents of remote work in management and HR are given little support in defense of such potentially large-scale initiatives or interventions. To that end, what follows is a discussion of the relative merits of remote work, as compared to the traditional conception of work, and an exploration of the practical implications for HR practitioners in performance management and employee evaluation

    The Importance of Implementing Performance Management System in Romanian Firms

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    To understand the importance of Performance Management (PM) we can start from the answers to the question: What distinguishes the “best” companies \ from the rest? Many writers and consultants are using the term “performance management” as a substitution for the traditional appraisal system. Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed and it ends when an employee leaves your organization. Within such a system, feedback to each staff member occurs regularly. Individual performance objectives are measurable and based on prioritized goals that support the accomplishment of the overall goals of the total organization. The vibrancy and performance of the organization is ensured because it focuses on developmental plans and opportunities for each staff member.performance management, organizational culture, people growth

    The Same Yet Different: Worker Reports on Labour Practices and Outcomes in a Single Firm Across Countries

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    This paper examines cross-country differences in labour policies and practices and employee performance and attitudes toward work from a sample of nearly 30,000 employees in a large multinational manufacturing firm. The analysis shows: 1) large establishment and country differences in work practices, performance, and attitudes toward work across countries; 2) qualitatively similar responses of workers to work practices across countries; 3) a strong link between the establishment average of employee reports on the quality of labour-management relations and establishment average measures of employee performance 4) a positive relation between average employee performance and average employee-management relations at the country level, but no relation between country level performance in the firm and measures of the extent of national labour regulations or practices.

    THE RELATION OF HIGH-PERFORMANCE WORK SYSTEMS WITH EMPLOYEE INVOLVEMENT

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    The basic aim of high performance work systems is to enable employees to exercise decision making, leading to flexibility, innovation, improvement and skill sharing. By facilitating the development of high performance work systems we help organizations make continuous improvement a way of life.The notion of a high-performance work system (HPWS) constitutes a claim that there exists a system of work practices for core workers in an organisation that leads in some way to superior performance. This article will discuss the relation that HPWS has with the improvement of firms’ performance and high involvement of the employees.human resources management, employee involvement, work performance

    Considerations on Performance Management Models of Work Teams in the Context of Globalization

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    In the context of today ‘s business world the multinational companies use as managerial instruments the intercultural working teams (IWT). The performance management seems to be problematically within this kind of teams. Their members are liable to bring on a large scale different points of view related to proper ways of reward, recognize, estimate as well as train and develop the working team members. IWT are the interaction's expression between people with different values and behaviors, derived from various national and/or organizational cultures. This document is an introduction of an extensive study that is ongoing and aims to clarify if and why the intercultural teams are differently managed as the monocultural teams and what does this difference consist of. Ensuing from bibliographical research, I have identified up to now various performance management models applied to the working teams. Now I will follow how these models could be applied, improved or combined, in the context of intercultural component of working teams.management, performance, interculturality, work team, models

    Publicness, Organisational Characteristics and Performance

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    This paper reports an exploratory study utilising a publicness model in which the impact of ownership, funding and mode of control on performance is moderated by organisational characteristics such as goals, structure and management. It describes the testing in 164 English hospital pharmacies of four health sector-relevant characteristics; diffusion of ownership (number of owners), priority of financial goals, congruence of core purpose (goals of sub-unit compared to organisation), and proximity of control (hierarchical levels between sub-unit and top management). Associations between these and four indicators of performance (managerial effectiveness, utilisation of human resources, work quality and employee satisfaction) were examined. Statistically significant relationships were seen between three of the organisational characteristics and some aspect of performance. Priority of financial goals was associated with perceptions of managerial performance, and proximity of control with use of human resources, work quality and employee satisfaction. Further elucidation of such characteristics may be justified.</jats:p

    A Model for Managing Crime Scene Examiners

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    Police forces in the UK employ specially trained Crime Scene Examiners (CSEs) to provide forensic science support to the investigation of crime. Previous research (Bradbury and Feist 2005; Williams 2004) has shown wide variations in the management, deployment, and performance of this staff group and, as such, there is a need to develop performance indicators as a measure of effectiveness. This paper looks at the performance and management of CSEs in Durham Constabulary and discusses a model which focuses on the quality of the work of CSEs rather than the quantity of scenes visited, fingermarks lifted or DNA samples collected. Durham Constabulary focus on three main areas of performance to manage their crime scene examiners: level of activity, quality of materials collected, and the conversion of forensic materials into intelligence matches. In this paper we explore a model of performance management which demonstrates how activity measures and review processes can be implemented and utilised to provide insight into the effectiveness of forensic science. Performance management data collected from 24 CSEs over a one-year period (January to December 2011) is used to discuss the role of forensic performance measures in a scientific support unit, reflecting on the strengths and weaknesses of the measures collected

    IMPLICATIONS OF RESOURCE PLANNING, INNOVATION AND LEARNING FOR WORK PROCESSES AND PERFORMANCE MANAGEMENT

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    This paper focuses on the implementation issues associated with the innovation of enterprise resource planning (ERP) to achieve innovative large-scale change in organisations. If innovation and learning become part of a firm's leading performance indicators, this is sure to have implications for performance management (PM).Innovation management, Change management, Resource planning,Performance management
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