Performance Management In Companies Research Articles

МОДЕЛЮВАННЯ ГНУЧКОЇ СИСТЕМИ УПРАВЛІННЯ ЕФЕКТИВНІСТЮ ФУНКЦІОНУВАННЯ АКЦІОНЕРНИХ ТОВАРИСТВ В СУЧАСНИХ УМОВАХ

In today's complex economic conditions, a quality performance management system supports the implementation of the company's business strategy and uses its key elements in its activities: goals, flexibility, assessment and regularity of the company's performance management system. The goals of the company's performance management system are considered and implemented through the company's personnel. In order for the system to work effectively, the company's team

Analysis of Worker Performance and the Impression of a Performance Management System

The organizations are under a great deal of external pressure. Globalisation, technical developments, political turmoil, and inflation are just a few examples of external environmental factors affecting enterprises. As a result, these variables have an influence on organisational internal environments. Companies and their workers must be aware of and actively battle these continuously altering elements in order to stay ahead of the curve. The use of Performance Management tools and approaches has a substantial influence. In this setting, making performance management systems more strategic and effective is critical. Our purpose is to determine whether a company's Performance Management System in Bhopal, India influences employee production. The research findings may assist an employee's understanding of the organization's aims and objectives. People may participate in strategic business planning by demonstrating their talents and abilities via the use of a project management system (PMS). According to the study, neither Development and Planning Performance (DPP) nor Rewarding Performance (RP) had a greater influence on employee performance than the other two phases (RP). Using this information, Bhopal-based IT firm Tech Mahindra is anticipated to build a PMS and make changes to the current system in order to improve staff performance

Swedish managers’ experience of yearly staff development dialogues, aiming for employee development, performance, and well-being

BackgroundSocietal development and a competitive corporate climate have resulted in increased emphasis on performance management (PM) but also sustainability and health challenges in working life. Opportunities for employee well-being, development and performance are thus highly relevant for organisations and society. PM includes a manager-employee dialogue process and is identified as a complex challenge when combined with employee development and well-being. Managers have a key role in PM, and research in collaboration with practitioners in specific contexts is needed. An exploratory study, focusing on managers’ experience of dialogues between managers and employees in practice, was therefore conducted in collaboration with an inter-municipal corporation company in southern Sweden.MethodsA qualitative study with an inductive design, supported by semi-structured focus group interviews, was chosen based on the exploratory character of the study. Thirty-five managers were approached in the company and 15, of varying age and managerial experience, agreed to participate. Staff Development Dialogues (SDD) were used in the company PM model to facilitate employee development, performance, and well-being. Data was analysed using conventional qualitative content analysis to obtain new insights without using pre-set classifications.ResultsThe analysis resulted in three categories of SDD experiences: SDD in a business context; Managers in relation to SDD; and Employees in relation to SDD. The findings revealed varying SDD experiences as well as approaches, and analytical themes were considered in relation to the organisational context and the specific SDD content and process. The study showed the importance of SDD adaptation and a well-being perspective in the dialogues was related to relational aspects and the manager-employee approach to SDDs.DiscussionThe findings confirm the complexity and challenges of PM including development and well-being. Adaptation to specific departments as well as employees is important, and using the same PM strategy throughout an organisation can be questioned. The identified link between a relational approach and a well-being perspective indicates a missed opportunity for systematic workplace health promotion. Strengthening the well-being perspective can, thus, improve the quality of an SDD model, which in turn can facilitate the creation of sustainable workplaces and better fulfilment of employers’ health-related obligations for systematic work environment management.

Talking about the Innovative Application of Big Data in Enterprise Human Resources Performance Management

With the advent of the wave of big data, data has become an important information asset. With data information, we have the ability to gain insight into market conditions and strengthen management. The use of big data technology to conduct statistics, analysis, and mining of massive information can make information assets play a very high value in corporate strategy formulation and accurate decision-making. However, the traditional performance management concepts and management methods have not adapted to the development requirements of the times, and there are various drawbacks. This paper analyzes the impact of big data on enterprise performance management. Combining the key aspects of the company’s performance in the old data era, a new method of company performance management and the subsequent innovative development path are proposed. Recognition frameworks, employee similarity, FCM, and other assessment formulas are emphasized. From the employee’s work attitude, workability and appearance, and daily performance, combined with the calculation of employee benefits, the evaluation is more clear; after the implementation of the material reward experiment, the attendance rate increased by 16.3%. At the same time, the workload was gradually refined, from quantitative to qualitative, and sales increased by 28.6%, maximizing the advantages of human resources and promoting the sustainable development of the enterprise.

Performance Evaluation of Online Recruitment Enterprises Based on Intuitionistic Fuzzy Set and TOPSIS

With the advancement of global informatization process, the development of online recruitment enterprises shows a continuous growth trend. Moreover, the growth rate has long been higher than the average level of the information industry. The adjustment and improvement of industrial structure has become an important means for the sustainable development of online recruitment enterprises. In order to further improve the development level of enterprise online recruitment performance, this paper proposes an improved intuitionistic fuzzy analytic hierarchy process and further proposes an intuitionistic fuzzy TOPSIS method optimized by adaptive ant colony algorithm. Select the sample system and finally determine the index system. Finally, the performance of the improved intuitionistic fuzzy set and TOPSIS method is evaluated. The results show that the improved intuitionistic fuzzy set based on adaptive ant colony algorithm and TOPSIS method proposed in this paper is obviously superior to other methods in optimization ability, stability, convergence speed, and running time and can be better applied to practical work. The improvement of the average performance level of online recruitment enterprises in 2022 mainly depends on the improvement of recruitment and appointment level. Enterprises also need to strengthen recruitment and appointment and optimize the company's performance management as a whole.

Measuring And Improving The Effectiveness Of ISO 31000 Based Erm In State-Controlled PSO - A Case Study Of Toll Road Operators In Indonesia

Toll road operators need to implement effective risk management. This study focuses on how a State-Owned Enterprise (SOE) toll road operator assesses the maturity of their ISO 31000-based risk management practices by using an ISO 31000-based risk management maturity model, ERMA ISO31000 RM3. The study is predominantly based on a qualitative approach through document reviews, questionnaires, and interviews. The assessment result shows that the company's risk management maturity score reaches 3.62 (a scale of 0.00 – 5.00) or at the DEFINED level of the risk management maturity. The study also shows that the company's risk management process gets the highest score, 4.45, while the lowest score, 3.22, is for the company's performance management. By using the maturity assessment result, the company's management can develop a risk management improvement road map to assist their efforts in increasing the effectiveness of their existing risk management practices. Referring to the assessment result, the management can prioritize the improvement on low-score maturity attributes, such as their performance management, risk culture, resilience and sustainability, risk management framework, and management process, while maintaining their current practices of the risk management process, which has already reached a considerably high maturity level.

Factors influencing the integration of sustainability indicators into a company's performance management system

This paper investigates how different factors influence whether companies integrate economic, social and environmental sustainability indicators into their performance management system. A survey was conducted among sustainability managers at 239 Australian and New Zealand companies across a wide range of industrial sectors. Using hierarchical multiple regression analysis, this study found that industry, company size, and managers' perception of the importance of a sustainability indicator all influenced their integration into a company's performance management system. In particular, larger companies and companies in environmentally low-impact industries generally integrated more sustainability indicators into their performance management systems, especially if sustainability managers considered them important to performance. Large companies and companies from environmentally high-impact industries integrated social but generally not environmental indicators into their performance management systems. Conspicuously, whether or not an indicator was included in corporate sustainability reports did not influence its integration into a company's performance management system. The results thus highlight the lack of synergy between external corporate sustainability reports and internal sustainability performance management which organisations need to address in order to become more sustainable.

The effect of accounting culture of performance management in companies listed in Tehran Stock Exchange

The effect of accounting culture of performance management in companies listed in Tehran Stock Exchange

Success and Performance Measures of Industrial Companies Based on Balanced Scorecard

Companies exist or are created mainly because of the achievement of one or more strategic goals. To ensure continued success, they should monitor its performance with respect to them. In practice the performance of a company is often evaluated by estimating its performance indicators. This paper discusses the company's performance management cycle and production performance evaluation system, which is based on the internal processes of an industrial company.

Framing maturity based on sustainable operations management principles

Business sustainability integration is a complex task and strongly linked to operations management. In fact, sustainability based approaches demand operations management boundaries' expansion, creation and integration of new performance goals into traditional company's performance management system, and new criteria and policies for operations' decision areas development. The challenge is to conduct more sustainable operations through companies' value chain and their operations network. Maturity models have been used in different areas as a process improvement and change management model for complex contexts. In sustainable operations management area, maturity models have been developed for specific purposes, e.g., sustainable production, sustainable supply chain management, corporate social responsibility, and life cycle management. However, there is a lack of models that considers sustainability integration through the evolution of sustainable operations' capabilities in an integrated way. Based on literature review and results from two panel studies conducted with academics and practitioners, this paper proposes a maturity framework for sustainability integration guided by sustainable operations capabilities evolution. The findings pointed out that its is possible to identify an evolutionary path, which goes from an initial approach focused in compliance aspects and firm's value protection to an innovative approach, based on corporate social responsibility supporting operations' integration in a sustainable system, and long-term values development. The experts' studies identified key processes that need to be prioritized in each level, and also evaluate the adaptation of some elements from Capability Maturity Model Integration (CMMI) to sustainable maturity framework design. The framework represents company's vision regarding its value chain and operations network, and it is indicated for manufacturing companies.

Inovace systému procesního řízení nákladů. Jsou metody ABC a Balanced Scorecard pro řízení nákladů dostatečné?

The aim of this article is to describe the cost process management using the ABC - Activity-Based Costing method. Based on the case study the implementation of the ABC method into an already used strategic management Balanced Scorecard method in the production company not only the implemented methods results, but also the critical implementation gaps and the methods for a complex costs management are shown. In the following part the addition of other possible managerial methods is designed that will lead to more precise cost management, as well as to monitoring and avoiding risks associated with the costs amount in connection with the company performance management. The ultimate goal of this article is to draft a new complex management system for the cost management and business performance. Used tools and managerial methods designed to control the cost and performance are following: Balanced Scorecard, Activity-Based Costing, Performance Management, Business Process Management, Business Continuity Management.

Desempenho organizacional e suas relações com competências gerenciais, suporte organizacional e treinamento

This study aimed to verify the existence of predictive relationships among the competencies expressed by bank managers, perceived organizational support, number of hours dedicated by the managers to training activities and the performance of the bank branches where they work. Structured questionnaires were used for primary data collection. The sample consisted of 186 bank branch managers and 77 regional superintendents of the Bank of Brazil in the banking retail segment. It also used secondary data on branch performance regarding six dimensions: financial results, strategy and operations, society, customers, processes and organizational behavior. Standard regression analyses were conducted to test the investigation model. The competencies relating to strategic management and financial management turned out to be predictors of different dimensions of branch performance. Other competencies (process management and socio-environmental management), number of hours dedicated to training and managers' perceptions of the company's performance management practices (a dimension of organizational support) appeared to have more modest effects. Once the effects of the control variables had been isolated, the percentage of variance explained by these predictors ranged from 2.2% to 6.8%. Regarding branch performance, the lowest percentage of explanation came from the customer perspective, whereas the greatest variance was explained by the financial results, strategy and operations perspectives. The end of the article discusses the implications of the results and offers practical recommendations.