Performance Management and Employee Outcomes: What Performance Management Processes Drive Improvement of Employee Performance?

[Excerpt] Performance management (PM) systems can be a key driver of employee performance when designed strategically to go beyond operational or legal requirements. Organizations aspire for performance management processes to help employees develop, improve employee-manager communications, align individual and organizational goals, and help employees and teams reach their highest potential (Pulakos). These four items all drive employee performance and, ultimately, business performance. To align PM to organizational aspirations, companies are changing their PM processes in new ways (see Figure 1). Sometimes they do so with limited data on results, like when dropping performance ratings. Changes, even in uncharted territory, do generally improve individual performance. Of companies that participated in Deloitte’s 2017 Human Capital Survey, 90% that have redesigned performance management see direct improvements in engagement, 96% say the processes are simpler, and 83% say they see the quality of conversations between employees and managers increases (Schwartz et al.). This is because organizations are strategically implementing effective PM versus doing the bare minimum. To highlight improvements made to PM systems, we will point out changes and results in three key areas: employee evaluation, goal setting, and feedback

Exploring performance management in four UK trade unions

Purpose This article explores performance management in four UK trade unions. Specifically, the extent to which managers in the four unions accept or dismiss the unitarist, disciplinary and performative values that arguably characterise performance management practices. Design/methodology/approach A qualitative research design was adopted to investigate trade union managers’ interpretations of performance management. Managers were targeted because they hold the power to shape performance management practices in their specific areas. The research employed qualitative semi-structured interviews. Findings Performance management in trade unions is linked to the structure, purpose and orientation of different types of trade union. It is also linked to the wider environmental context. The trade union managers’ interpretations of performance management are linked to disciplinary and performative values. As such they are comparable to the unitarist forms of performance management described in the literature. There are moreover, similarities and differences between the approaches to performance management between trade unions and for profit or public sector organisations. Originality/Value The article adds to the emerging literature on internal trade union management by highlighting a particular aspect of human resource management

Management practices and SME performance

We examine the association between management practices and SME performance in Britain over the period 2011 -201 5, using a unique dataset which links survey data on management practices with firm performance data from the UK’s official business register. We find that SMEs are less likely to use formal management practices than larger firms . However, such practices appear to have demonstrable benefits for those SMEs who use them, being positively associated with firm survival, growth and productivity. Our results add further weight to policy initiatives which seek to encourage SMEs to improve their management skills and capabilities

Effect of Management of Performance Reward Systems on Subordinates' Satisfaction with Job in Malaysian Fire and Rescue Department

This research was to measure the correlation between management of performance reward systems on subordinates' satisfaction towards the job. A survey method was utilized to collect data from subordinates who worked at the headquarters of fire and rescue departments in Malaysia. The outcomes of SmartPLS path model analysis display two important findings. First, the implementation of information delivery and performance assessment in handling performance reward systems have enhanced subordinates' intrinsic job satisfaction, but the implementation ofinvolvement hypothesized performance reward systems has not enhanced subordinates' intrinsic job satisfaction. Second, implementation of information delivery, involvement and performance assessment in handling performance reward systems have also enhanced subordinates' extrinsic job satisfaction

Monitoring Success in Choice Neighborhoods: A Proposed Approach to Performance Measurement

Offers a framework and tools for performance management in the initiative to transform poor neighborhoods into revitalized, sustainable mixed-income communities. Proposes system components, logic model, management reports, and performance indicators

Performance management at design actvity level

The overriding aim of much of the engineering design research is to improve the performance of the design process, and consequently the product development process. Much has been written within the product development literature on the performance of the product development process. This work has been largely focused on the analysis of performance at the project or program level. The ability to relate the different research and draw generic lessons from the results has been stifled by the lack of consistency on the meaning of performance both at a generic level [2] and more specifically in design/development [3]. For example, although product and process performance have been distinguished within existing work we are unclear on how these relate or may be managed effectively. This paper begins with a brief review of research in the area of performance, with particular emphasis on design/product development, highlighting the main weaknesses in work to date. A fundamental and generic model of performance, related to knowledge based activities in design, is then presented. The model describes performance in terms of its key elements, efficiency and effectiveness, and provides a basis for modelling performance across different process levels, i.e. project, program, etc

Relationship between organizational career management and individual performance

This paper looks at organizational career management and individual performance among insurance salespeople in Kedah. The objective of the paper is to determine whether there is a relationship between organizational career management and comprised measure of career management policies,career development, and career information while individual performance is measured in terms of the output performance. The Questionnaire was developed and distributed to the sample. The sample comprised insurance salespeople working at an insurance company in Alor Setar. A total of 169 questionnaires were sent but only 57 were returned, thereby achieving a response rate of 33.7%. The result found that there was a significant relationship between organizational career management and individual performance. Therefore, it could be inferred that organizational career management is strongly associated to individual performance

The Performance Implications of Fit Among Environment, Strategy, Structure, Control System and Social Performance

Purpose – The paper examined concept of corporate performance. The paper seeks to examine the impact of corporate social performance on the relationship among business environment, strategy, organization, and control system and corporate performance. Design/methodology/approach – The paper is based on a synthesis of the existing literatures in strategic management and accounting filed. Findings – The paper finds that corporate social performance defined as stakeholder relationship become one important dimension of the strategic behaviors that an organization can set to improve corporate performance. Research implication – the contextual variables as discussed in strategic management and accounting domain will be contingent upon strategic behaviors, which are behaviors of members in an organization. Originality/value – The paper integrates the contextual variables including business environment, strategy, organization structure, and control system with corporate performance by using corporate social performance as moderating variable by means of a recent literatures study from strategic management and accounting field. Keywords Contextual variable, strategic behavior, corporate social performance, corporate performanc

THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressuresstrategy, performance management, strategic objectives, management.