Individual Performance Ratings Research Articles

Proposed Framework of Performance Indicators for Evaluation of Sewerage Services: A Case Study of Seoul Metropolitan Government

Objectives : The objective of this study was to develop the performance indicators (PIs) framework for the assessment of sewerage services, especially focused on the case of the Seoul Metropolitan Government (SMG).Methods : For the prioritization of each indicator, the Analytic Hierarchy Process (AHP) method was employed to obtain the weights of individual performance ratings, and hence the survey questionnaire asking to make pairwise comparisons between two alternatives at each level was distributed to the experts in field of sewerage services. A total of fifty-six experts responded to the survey, and based on their decision-making, the relative importance of criteria and alternatives were calculated.Results and Discussion : The PI framework developed in this study consists of three hierarchical structures with levels 1 to 3, in which level 1 indicates three goals of the sewerage services, level 2 contains ten performance indicators, and level 3 includes twenty technical performance indicators. Of the framework, especially, the 10 PIs in the level 2 are designed to be open to the public after converting them into the grades. Of level 1, the water environmental soundness showed 62% of the entire weights was found to be the most prioritized objective, followed by the sewer service sustainability (27%) and the customer compliance to policy (11%), respectively. Of 10 PIs in level 2, ‘No odor sewerage system’ and ‘No flooding sewerage system’ were the two most weighted indicators.Conclusions : The proposed PIs framework is expected to provide an insight to develop the project of 2040 master plan for sewage and drainage system of the SMG. Although the scope of the study is in particular limited to the case of the SMG, this PI framework can be replicated in any local government with modified adaptation.

From the bottom-up: New York City teacher evaluation and the narration of mediated institutional assault

ABSTRACTFollowing the trend of consequential accountability in US public education, New York City introduced a teacher evaluation program during the 2013–2014 school year that linked teachers’ individual performance ratings with their students’ exam scores. As this program systemically alters the nature of teacher–student relationships by transforming students into the means to an end (teachers’ professional viability), this study investigated the implementation of this accountability program from the point of view of the teachers – those who were the subject of this new policy. This study of 15 teachers’ narratives from 3 distinct schools illuminates a social-organizational process that I refer to as mediated institutional assault – a perceived attack on the teachers’ sense of personhood and moral agency perpetrated by mediating figures whose actions were facilitated by bureaucratic policies and institutionally coordinated tools of control. Thus, this study reveals that the consequence of this new mode of accountability is not merely the threat of losing one’s job, but also an insidious form of psychological assault, which in its masked delivery violates teachers’ sense of relational morality and challenges deeply engrained beliefs about their role as educators.

Is it really all about money? A study on incentives in elite team sports

ABSTRACTResearch question: A key task for sports managers of elite sports clubs is to create an ideal environment that enables athletes to perform at their best. Therefore, we investigate the relationship among monetary incentives, organizational support, and athletic performance in elite team sports.Research methods: This study is the first in sports management to calculate the relative effects of non-monetary incentives of organizational support and monetary incentives on individual performance through job satisfaction. Furthermore, we apply an innovative measurement approach of player performance by using individual performance ratings of coaches. We collect questionnaires from 315 athletes and 34 coaches of 19 professional football, ice hockey, and handball clubs in Germany.Results and findings: Two variables of organizational support – namely, integration of family and private problem support – show strong positive effects on athletes’ job satisfaction. Whereas prior studies have focused mainly on monetary incentives, this study reveals a strong relevance of organizational support. Furthermore, the results confirm a strong relationship between player satisfaction and individual performance.Implications: Sports managers need to recognize the relevance of non-monetary incentives of organizational support and integrate them into their management repertoire to improve job satisfaction and, consequently, facilitate top performance of their players. Further research should focus on the effects of non-monetary incentives and other aspects of organizational support. In addition, researchers should use individual performance ratings of coaches, rather than other measures, to evaluate player performance because of their expertise and superior background information.

AN EXTENSION OF THE RATIO SYSTEM APPROACH OF MOORA METHOD FOR GROUP DECISION-MAKING BASED ON INTERVAL-VALUED TRIANGULAR FUZZY NUMBERS

Decision-making in fuzzy environment is often a very complex, especially when related to predictions and assessments. The Ratio system approach of the MOORA method and Intervalvalued fuzzy numbers have already proved themselves as the effective tools for solving complex decision-making problems. Therefore, in this paper an extension of the Ratio system approach of the MOORA method, which allows a group decision-making as well as the use of interval-valued triangular fuzzy numbers, is proposed. Interval-fuzzy numbers are rather complex, and therefore, they are not practical for direct assigning performance ratings. For this reason, in this paper it has also been suggested the approach which allows the expression of individual performance ratings using crisp, interval or fuzzy numbers, and their further transformation into the group performance ratings, expressed in the form of interval-valued triangular fuzzy numbers, which provide greater flexibility and reality compared to the use of linguistic variables. Finally, in this paper the weighted averaging operator was proposed for defuzzification of interval-valued triangular fuzzy numbers.

The Anatomy of a Complex Performance-Dependent Incentive System

This paper reports the findings of an archival and field study that explores the details of the design and functioning of a complex performance evaluation and incentive system, one that bases incentive payouts on both organizational and individual performance ratings. The archival data include the annual performance ratings of over 700 high- and mid-level managers and professionals over a two-year period. We find a small correlation between the organizational and individual performance ratings, which suggests no performance evaluation halo effect. There is a tendency toward leniency in both rating elements, but the leniency is greater in the organizational portion of the plan because the individual rating is constrained by a prescribed SBU-level maximum. Because the key financial performance measure is EVA, there is no reluctance to setting performance targets below zero. There is some evidence of biases related to employee roles and ranks. And the field study portion of our study revealed great within-company variation in practice and some of the reasons for it.

On the illusion of organizational commitment among finance professionals

PurposeThis paper seeks to question and discuss the relevance of organizational, customer and professional commitment for effectively managing financial service firms. In particular, it aims to study differences between employed and self‐employed finance professionals.Design/methodology approachThe authors conducted in‐depth interviews with professionals in 30 finance firms in Austria. The interviews aimed to reveal professionals' notions of commitment as it pertains to each interviewee's specific work context, whether self‐employed or employed.FindingsAlthough the financial services sector requires professionals to routinely display both high customer and professional commitment, it appears that organizational commitment is unrelated to performance. While employed finance professionals experience conflicts between organizational and customer commitment (e.g. selling in‐house products that may not perfectly match customers' needs), self‐employed professionals tend to clash between customers' best interests and their own self‐interest (e.g. selling products and services for which they receive the highest commission). All professionals noted that they work in a competitive environment with a focus on individual sales. Individual performance ratings were found to prevent the development of strong branch or team commitment.Research limitations/implicationsAlthough qualitative methods are a starting‐point for identifying serious issues, quantitative studies across larger samples are needed to evaluate the scope of the findings.Practical implicationsThe findings imply that financial services may not benefit much from HRM efforts that strive to obtain firm‐wide or organizational commitment. In large financial service firms the routine turnover of good professionals can be curbed if management starts to pay attention to creating flexible work arrangements, and enabling professionals to commit to customers and their profession.Originality/valueWhile prior research suggests fostering the organizational commitment of employees, this study finds the concept of organization‐wide commitment to be of less importance for managing finance firms. This lack of importance of organizational commitment was found to be independent of finance professionals' contractual status (employed or self‐employed); whereas customer and professional commitment were associated with high performance motivation.

Perceived Relational Diversity: Moving Beyond Demographic Attributes

This study builds on the research in human diversity, distributional demography, and relational demography by proposing a new construct, perceived relational diversity, that refers to the extent to which employees perceive themselves to be similar to (or different from) other members of their workgroup on a wide range of human differences, attributes, and beliefs. Results from a sample of 346 employees indicated that perceived relational diversity accounted for a significant percentage of variance in job satisfaction, turnover intention, affective organizational commitment, and satisfaction with coworkers beyond that accounted for by commonly used objective demographic indices. However, perceived relational diversity did not explain unique variance in individual performance ratings. Further, perceived similarity to others on personal attributes (e.g., values, goals, personality) was consistently important for explaining outcomes while perceived similarity on other attributes (e.g., power, physical attributes) was generally not important. Implications and directions for further research are discussed.

Managing your EDA investments

Every IC/systems design manager faces the same optimization problem: how to minimize costs while maximizing productivity? Take it one or two organizational levels higher and the problem becomes even move critical. That's because individual performance ratings and bonuses are based on metrics such as below-budget, on-time delivery for new products. The following concepts are discussed: competitive advantage, parity, and the design process; the M1-M2-M3 model; and the application of M1-M2-M3 model.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

A Branch and Bound Algorithm for Use in Resource Allocation

Abstract This paper presents a resource allocation technique in the form of a branch and bound algorithm which optimizes the allocation at a specific point in time. The algorithm allows the user to attach individual performance ratings to each resource and weighting factors to each activity under consideration. A small sample problem is presented and solved to illustrate the use of the algorithm.