What Organizational Changes Have Companies Experienced upon Eliminating Ratings within their Performance Management System?

[Excerpt] Over the past decade, organizations have begun to move away from traditional performance management processes (annual reviews, assigned performance ratings, a link to compensation) to remove “performance ratings” based on the perception that traditional PM is not working. As of 2015, more than 55 companies have removed performance ratings. Among those are some high-profile companies such as GE, Microsoft, Accenture, etc. (see Appendix A). According to a study of 244 companies in 2016, almost all companies in the study use ongoing feedback, 52% of companies have adopted ratingless reviews, and 34% of companies use ratingless reviews and ongoing feedback. 80% of participating organizations say that managers make decisions how to allocate rewards without ratings while staying within budget constraints. The perceived impact of these new performance practices is high: 90% of companies that have redesigned performance management see direct improvements in engagement, 96% say processes are more simple, and 83% say they see the quality of conversations between employees and managers increasing. It is noteworthy that the positive impact may not all be attributed to the removal of performance ratings

Corporate Governance and Corporate Performance: Some Evidence from Newly Listed Firms on Chinese Stock Markets

This paper is concerned with some corporate governance issues related to newly listed firms in China based on a sample of 329 firms commencing listing on Shanghai Stock Exchange (SHSE) and Shenzhen Stock exchange (SZSE) during the period from 1998 to 2000. We first investigate the impact of ownership change due to stock market listing on corporate performance. We consider four aspects of corporate performance: profitability, sales, leverage and employee productivity. Our research results indicate that, on average, profitability, sales and employee productivity have improved from pre-listing to post-listing. We further investigate the impacts of state majority control, foreign ownership and regulation effects on corporate performance. Overall, this paper provides some new evidence on the listing effect, ownership structure and regulation effect on Chinese firms which will be valuable to the future reform of state owned enterprises in China.State owned enterprise, corporate governance, and corporate performance

Analysis of Trapped Quantum Degenerate Dipolar Excitons

The dynamics of quantum degenerate two-dimensional dipolar excitons confined in electrostatic traps is analyzed and compared to recent experiments. The model results stress the importance of artificial trapping for achieving and sustaining a quantum degenerate exciton fluid in such systems and suggest that a long-lived, spatially uniform, and highly degenerate exciton system was experimentally produced in those electrostatic traps.Comment: 4 pages 3 figure

Frequency decomposition of conditional Granger causality and application to multivariate neural field potential data

It is often useful in multivariate time series analysis to determine statistical causal relations between different time series. Granger causality is a fundamental measure for this purpose. Yet the traditional pairwise approach to Granger causality analysis may not clearly distinguish between direct causal influences from one time series to another and indirect ones acting through a third time series. In order to differentiate direct from indirect Granger causality, a conditional Granger causality measure in the frequency domain is derived based on a partition matrix technique. Simulations and an application to neural field potential time series are demonstrated to validate the method.Comment: 18 pages, 6 figures, Journal publishe